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PRINCE EDWARD ISLAND

STRATEGIC PLAN FOR TOURISM 2021

Final Report

Prepared for www.tourismdev.com

24th

Nov.

2016

Prince Edward Island Strategic Plan for Tourism 2021 – Final Report

ii

Contents Page Number

Preamble

1. Introduction 1

1.1. Objectives 1

1.2. Methodology 2

1.3. Report Format 3

1.4. Acknowledgments 3

2. Executive Summary 4

3. Situation Analysis 9

3.1. Tourism Trends 9

3.2. SWOT Analysis 14

3.3. Conclusions 22

3.4. Moving from Weaknesses to Strategic Recommendations 28

4. Vision, Strategic Principles and Objectives 29

4.1. Vision 29

4.2. Strategic Principles 30

4.3. Industry Engagement 32

4.4. Objectives 33

5. Strategic Recommendations 34

5.1. Pillar 1 – Leadership - Institutional Architecture and Responsibilities 34

5.2. Pillar 2 - Product Development - Offering Authentic Experiences 37

5.3. Pillar 3 - PEI - Market Positioning and Communications 63

5.4. Pillar 4 - Access and Infrastructural Facilitation 76

5.5. Pillar 5 - Human Resource Priorities 78

6. Goals and Targets 80

6.1. Goals 80

6.2. Targets 80

Appendices

Appendix 1 - PEI Tourism Performance (2005-2016)

Appendix 2 - Stakeholder Consultation Listing


iii

Preamble

Tourism is big business for PEI. In 2016, it is estimated that the island will attract

1.5 million incoming visitors. Total revenue from tourism in PEI in 2016 is

estimated to be of the order of $430 million. 80% of revenue generated ($347

million) is generated by non-resident visitors.

Notwithstanding this successful performance of the island’s tourism sector, PEI

has potential to become one of North America’s great island destinations.

TIAPEI together with a representative Working Group of public and private

sector stakeholders, commissioned Tourism Development International (TDI) to

work with them in developing a new strategy which can drive tourism growth.

The strategic planning process undertaken by TDI has involved significant

investment in stakeholder consultation, trade research and case study analysis

to identify best practice in tourism.

In setting out this new strategy for tourism in PEI, an opportunity exists to

capitalize on the New Atlantic Growth Strategy. This significant new initiative

of the four provincial governments will develop a strategic approach to

tourism development in Atlantic Canada.

While the goals and recommendations outlined in this report are ambitious,

the market-led and evidence-based approach adopted by the consultants

has been designed to ensure that these goals and recommendations are both

realistic and achievable.

A compelling case can be made for setting an annual growth target of 3% up

to 2021. This would see visitor numbers grow to 1.75 million. These additional

250,000 visitors would have a profound impact on the island, generating

revenues of $510 million.

This is a rich prize for PEI tourism to win. To achieve this, the full resources and

engagement of the private sector and public sector working in close

collaboration will be required. We are convinced that with such engagement

and participation, this prize can be achieved.

Peter Mac Nulty

Tourism Development International

24th November 2016


1

1. Introduction

This final report, Strategic Plan for Tourism 2021, has been prepared by Tourism

Development International (TDI) on behalf of the Tourism Industry Association of

Prince Edward Island (TIAPEI). The plan will cover the five-year period 2017-2021.

1.1. Objectives

TIAPEI’s principal objective in commissioning this work is to have delivered a five-year

strategic plan for tourism which will build on past successes and will create a new,

shared vision for tourism competitiveness in Prince Edward Island.

The PEI Strategic Plan for Tourism 2021 needs to be built on a comprehensive

research, strategic option analysis and a consultative framework. A key objective

would be to identify the actual and perceptual barriers facing Prince Edward Island’s

tourism industry, and recommend innovative strategies and actions that will focus

stakeholder attentions on the key issues, challenges and opportunities.

The fully integrated strategic plan for tourism examines and addresses issues that

include, but are not be limited to:

Leadership, vision and defined growth through partnerships and

collaboration.

Access and the removal of barriers to growth and development.

Identification and confirmation of authentic visitor experiences that support

demand generation.

Focussed marketing by industry.


2

1.2. Methodology

In formulating the PEI Strategic Plan for Tourism 2021, the methodological approach

employed has taken into account the present scale, profile and trends in PEI’s visitor

market, with considered assessment of its strengths, shortcomings, competitive

positioning and primary opportunities for growth as a tourism destination.

The approach has also ensured that opportunities were afforded to a full cross-

section of operators and stakeholders at all levels in the tourism industry to have their

views and requirements taken into consideration.

Figure 1: Project Delivery – A Three Stage Approach

In setting the PEI Strategic Plan for Tourism 2021, TDI has built on the comprehensive

research and stakeholder consultation program undertaken in the first two stages of

the process.

Following a review and discussion of the conclusions and outline recommendations

presented in Stage 2 – Vision and Strategic Outline with the Working Group and the

wider community of tourism stakeholders, TDI now presents the final stage of the

assignment – Stage 3 – Tourism Strategy and Road Map.

Stage 1

Stage 2

Situation Analysis,

Research and

Consultations

Vision and Strategic

Outline

Tourism Strategy and

Road Map Stage 3


3

1.3. Report Format

Following a preamble, the Introduction section outlines the objectives of the study,

the methodology employed, as well as the structure of the report and

acknowledgements. The main body of the report is presented in five chapters:

Executive Summary

Situation Analysis

Vision, Strategic Principles and Objectives

Strategic Recommendations

Goals and Targets

1.4. Acknowledgments

The TDI consultancy team would like to acknowledge the helpful feedback received

from the Working Group and invaluable inputs and assistance given by executives of

TIAPEI, Tourism PEI, ACOA and the RTA’s. We are also grateful for the input and

support of the many tourism operators and stakeholders who have participated in

the project to date. A full listing of stakeholders participating in this project is

appended as Appendix 2 to this report.

Tourism Development International

24th November 2016


4

2. Executive Summary

The key conclusions arising from TDI’s work can be summarised as follows:

Organization structures for tourism in PEI are top-heavy with unnecessary

duplication and fragmentation. There are overlaps in responsibilities

between province-wide and local bodies. There is considerable agreement

amongst tourism stakeholders regarding the need for a sector-neutral

independent destination management body for the province and a more

precisely defined role for TIAPEI.

PEI’s tourism product, with some exceptions, has not developed significantly

in the past two decades. More can be done to develop the island’s visitor

attractions.

PEI is not making the most of its superb coastal environment. The island

currently offers a surprisingly thin portfolio of outdoor soft adventure.

The overall impression of current PEI marketing is that it presents a rich

summer time product, without very strong brand positioning reflecting the

most unique and motivational aspects of PEI. In order to compete, PEI’s

tourism industry must create more enriching experiences for the consumer.

The destination needs to position itself as a rejuvenating lifestyle brand

which offers life-enriching experiences. A new brand positioning is

proposed:

Prince Edward Island is small in size but incredibly abundant in stunning

sceneries, outdoor activities, culinary delights, cultural product, friendly

people and authentic experiences. Its size is one of this Island’s greatest

assets – you are never far away from your next adventure!


5

The marketing approach needs to be updated to make greater use of

digital marketing opportunities which communicate brand messages

through multiple mediums to selected target segments.

The resources devoted to visitor servicing are very considerable. There is a

proliferation of printed material which has questionable impact in

generating additional business. The industry needs to adapt its own

marketing to be less reliant on print.

A critical element of access impacting on PEI is the Confederation Bridge.

Marketing activity by the bridge appears to have largely ceased. This is a

lost opportunity.

Continued operation of the ferry

service, with the facility to feature PEI

in three province itineraries, is

strategically critical to the island’s

tourism success. Unfortunately,

reputational damage has been done

by the unreliability of this service in the

recent past, especially during the summer of 2016.

Expansion of air services and capacity growth is also a priority. While the

small size of the resident population limits the potential for significantly

increasing the range of origin points from which air services can be

developed, it is important that the industry communicates the significant

additional potential which can be delivered.

Labour force supply is one of the most pressing issues to be addressed.

Responsibility for island-wide tourism industry training needs to be grasped.

Industry decision-makers need to be better served by relevant clearly

communicated market research, as distinct from statistics.


6

The following interventions are recommended for the PEI Strategic Plan for Tourism

2021:

The pillars of the tourism strategy for PEI are:

In line with the vision for PEI tourism, significant institutional changes are

proposed. A sector-neutral Destination Management Organisation, to

which we are giving the working title Visit PEI, needs to succeed the

current provincial government’s tourism marketing functions, while a

redefinition of roles is proposed for a number of the other bodies currently

involved in PEI tourism.

In order to compete, PEI’s tourism industry must create more enriching

experiences. The product development strategy for PEI will comprise a

combination of product consolidation based on existing products and

product diversification based on new products and experiences.

Co

lla

bo

ratio

n

Re

sea

rch

•Leadership - Institutional Architecture and ResponsibilitiesPillar 1

•Product Development - Offering Authentic ExperiencesPillar 2

•Market Positioning and CommunicationsPillar 3

•Access and Infrastructure FacilitationPillar 4

•Human Resource PrioritiesPillar 5


7

The PEI Coastal Circuit is proposed as a flagship project. This proposal will

involve an exercise in product consolidation and extension based on the

three existing PEI Coastal Drives. It will become PEI’s leading ‘experience

brand’ with significant market appeal.

The PEI Coastal Circuit will be a single contiguous route of 1,000 km along

the entire coast of Prince Edward Island. It will incorporate all major towns,

‘must see’ attractions such as Anne of Green Gables, and points of

interest along the coast. It will be a destination initiative of scale designed

to have high visibility in PEI’s main markets.

In addition, six major product development initiatives are proposed:

Soft adventure activity provision

First Nations – Mi’kmaq/Sustainable Tourism Initiative

Waterfront Development Initiative

Confederation Trail facility and linkage development

June/Spring Initiative

Culinary Tourism Initiative

PEI needs to position itself as a rejuvenating lifestyle brand which offers

life-enriching experiences. Once the brand has been developed, PEI

needs to adhere to it.


8

TIAPEI’s 2014 Strategic Business Plan has identified critical Human

Resource priorities and it is crucial that their implementation is supported.

Continuous training in digital marketing and tax measures to support

tourism Human Resource Development are also proposed.

With regard to the absolute volume targets, TDI believes that a revitalised

industry with a richer and more varied product backed up by best-in-class

marketing can realistically seek to add at least a percentage point to its

annual growth percentages. In such a progressive scenario, a target of

1.75 million visitors by 2021 represents cumulative growth of some 3%

annually over the 2016-2021 period and an additional 250,000 visitors to

the island. Where revenue is concerned, the forecast 2016 outcome

should be targeted to grow by $80 million to some $510 million. This

represents an annual yield improvement cumulatively of 3.5%.

Figure 2: Targets (Million Visitors)

Subject to full implementation of the recommendations set-out in this

strategic plan, a more ambitious ‘stretch’ scenario could be achievable.

This stretch scenario would assume a 4% annual growth in visitor numbers

and 5% annual growth in visitor revenue. In this scenario, a target of 1.85

million visitors by 2021 would yield 350,000 additional visitors and some

$120 million in additional revenue.

1.50 1.55 1.60 1.64 1.691.75

1.501.56

1.631.69

1.761.85

2016 2017 2018 2019 2020 2021

Progressive Scenario Stretch Scenario


9

3. Situation Analysis

3.1. Tourism Trends

3.1.1. International Tourism Trends

International tourist arrivals grew world-wide by 4.4% in 2015 to reach a total of 1,186

million, according to the UNWTO World Tourism Barometer. Income generated by

international visitors on accommodation, food and drink, entertainment, shopping

and other services and goods reached an estimated US$ 1,260 billion in 2015, an

increase of 3.6%; North America saw a 3% increase.

Some 50 million more tourists (overnight visitors) travelled to international destinations

around the world last year as compared to 2014. This marks the 6th consecutive year

of above-average growth, with international arrivals increasing by 4% or more every

year since the post-crisis year of 2010. UNWTO expects further growth of up to 4.5% in

international travel in 2016, with growth for the decade to 2020 averaging out at 3.8%

per annum.

The Americas received 193 million tourist arrivals in 2015, a 16% share of total

international tourist arrivals. Of this number, North America received 127 million

international tourist arrivals in 2015. North America’s share of international tourist

arrivals in 2015 is identical to that recorded in 2005.

North America can claim a higher share of international tourism receipts (24%).


10

3.1.2. National Tourism Trends

Following a period of modest growth in overnight arrivals between 2008 and 2014,

Canada experienced an 8% growth in 2015 contributing to 17.8 million overnight

arrivals.

In 2015, 70% of overnight arrivals (12.5 million) to Canada originated from the United

States, with the balance (30%) from overseas markets. The share of overnight visitors

from overseas markets has increased from 27% in 2008.

Figure 3: Overnight Arrivals to Canada by Origin (million)

Source: Destination Canada

International visitors to Canada spend close to $17 billion up from $15.7 billion in 2008.

Figure 4: Tourism Revenue ($ billion)

Source: Destination Canada

3.1.3. PEI Tourism Performance 2005-2016

4.6 4.1 4.3 4.4 4.5 4.6 5.0 5.3

12.511.7 11.7 11.6 11.9 12.0 11.5

12.5

17.1

15.8 16.1 16.0 16.3 16.6 16.5

17.8

2008 2009 2010 2011 2012 2013 2014 2015

59.2 56.7 58.3 63.0 65.8 67.6 71.363.8

15.714.2 15.1

15.516.0 16.4

17.2

16.874.9

71.073.4

78.581.8 84.0

88.5

80.7

2008 2009 2010 2011 2012 2013 2014 2015

United States

Visitors

Visitors from

Overseas

Markets

International

Domestic


11

Visitors by Exit Point

This Strategic Plan for Tourism 2021 has been prepared against a background of a

buoyant performance of PEI’s tourism industry in recent years, and 2016 in particular.

This year (2016), the Centre for Tourism Research at TIAPEI estimates that PEI will attract

1.5 million visitors. This represents a 6.7% growth on the 1.4 million visitors attracted to

the island in 2015 and far exceeds the average annual growth rate of 2% recorded

between 2005 and 2016.

As can be seen from Figure 5 below, four out of every five visitors to PEI access the

island through the Confederation Bridge. The proportion of visitors using the bridge

has actually increased since 2005. This notwithstanding, air access (used by 7% of

visitors) and ferry (8%) also represent important modes of access.

Figure 5: Visitors to PEI by Exit Point (%)

Source: Centre for Tourism Research at TIAPEI

By Air

Through

the

Bridge

By Ferry

Motor Coach Cruise Ship 2 2 2 5 5 5 5 5 7 6 6 4 2 2 2 2 1 1 1 1 1 2 2 2

15 14 14 12 11 12 12 12 11 9 10 8

77 76 77 74 77 76 75 74 75 75 76 78

5 5 6 6 6 6 6 6 6 7 7 7

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016


12

Visitors to PEI by Origin

PEI attracts a significant majority of its visitors from elsewhere in Canada. In 2016, an

estimated 85% of all visitors to the island will be Canadian. This share has remained

relatively constant over the last decade.

Most of the visits from Canada are sourced from four provinces (New Brunswick, Nova

Scotia, Québec and Ontario).

In 2016, an estimated 7% of PEI’s visitors will have originated from the USA and a further

1% from overseas markets. These shares are consistent with these recorded in 2005.

Figure 6: Number of Visitors to PEI by Origin (‘000) – Three Exit Points

Source: Centre for Tourism Research at TIAPEI-excludes motor coach and cruise ship passengers

9 11 10 10 6 5 4 17 15 20 18 20100 86 88 77 85 78 71 86 89 91 100 10728 29 33 34 32 28 23

59 62 61 65 71144 146 155 132 148 158 149

157 158 146 187 218122 118 118

105 128 133 119113 115 118

123146

426 435 443416

440 443419

362 380 390400

439

343 348 353337

369 373363 351

370 400417

4131172 1173 11991110

1207 12201149 1144 1188 1226

1308

1413

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Quebec

Ontario

Rest of Canada

USA

Overseas

New Brunswick

Nova Scotia


13

PEI Tourism Revenue

Total revenue from tourism in PEI in 2016 is estimated to be of the order of $430 million.

80% of revenue generated ($347 million) is generated by non-resident visitors.

Figure 7: PEI – Tourism Revenues ($ millions)


Revenues generated by non-residents in the main season account for 87% of total

non-resident revenues in 2016. This is consistent with the pattern recorded in 2015. In

2005, 89% of total non-resident revenues were generated in July-August.

Figure 8: PEI – Non-Residents Tourism Revenues by Season ($ millions)


57.9 59.2 61.4 65.8 66.8 67.4 69.4 70.4 72.1 79.6 80.5 83.2

284.4287.2 299.1 293.7 292.3 311.2 312.3 310 309.5

321.5 325.1346.8

342.3346.4

360.5 359.5 359.1 378.6381.7 380.4 381.6

401.1 405.6430

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

30.2 31.6 31.8 32.9 34.2 34.7 38.0 41.8 39.8 41.1 40.3 44.8

254.2 255.6 267.3 260.8 258.1

276.5 274.3 268.2 269.7 280.4 284.8 302.0

284.4 287.2

299.1 293.7 292.3

311.2 312.3 310.0 309.5 321.5 325.1

346.8

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Resident

Visitors

Non

Resident Visitors

Off Season

Main Season


14

3.2. SWOT Analysis

The market analysis and product assessment findings have been drawn together in

a SWOT analysis which is presented below. The Strategic Plan for Tourism 2021 aims to

capitalise on PEI’s competitive advantages and achieve differentiation as a multi-

facetted destination.

Strengths Weaknesses

Opportunities

Internal

Factors

Threats

External

Factors

S W

O

Characteristics of PEI that

give it an advantage over

other destinations


place it as a disadvantage

to competitors

T

Considerations that PEI

could exploit to its

advantage

Considerations that could

disadvantage PEI

Positive Negative


15

3.2.1. Strengths

The strengths below describe the positive attributes of

PEI as a destination to be discovered and

rediscovered.

Island – Compact and very accessible to the population of the Maritime

Provinces

Coastal Environment – Accessible beautiful unspoilt island coast, featuring

some of the longest expanses of pristine beach on the Eastern Seaboard

of North America; Attractive coastal drives (e.g. Three Rivers).

Attractive Towns and Villages – e.g. Montague, Murray River, Rustico,

Victoria

Food – Authentic cuisine fresh from boat and farm to fork. High value

products such as lobster, oysters and mussels achieve instant recognition

throughout Canada and sometimes further afield.

History and Culture – Meeting point of the three founding cultures

(Mi’kmaq, French, English), Birthplace of Confederation with authentic

historic built heritage, maritime associations (e.g. Lighthouses)

Anne of Green Gables - providing a unique selling point

Charlottetown – very attractive city with critical mass of facilities,

restaurants and unique architectural patrimony

Rural Landscape - Churches are a distinctive feature

Confederation Trail – Valuable asset offering ‘Tip to Tip’ walking/cycling

experience BUT not fully exploited.

One of Canada’s leading coastal National Parks - the access afforded to

a most distinctive saline and dune environment via the floating

boardwalk at Greenwich has created a unique attraction

Vibrant arts, heritage and creative sector – PEI has attracted many artistic

innovators as new permanent residents

Festival and events – Successful track record

Road Connectivity – Offshore island yet one can drive there

Ecology – Pristine landscape for “Green” tourism

Engagement – Industry ownership primarily in local hands; small size

means decision-making partners can be readily engaged for common

actions

Community Support - the population at large welcome tourists and there

is considerable shared interest and harmony with agriculture and fishing

the other two mainstays of the economy

Objective:

Capitalise on these strengths which bring added value

and in some cases a competitive advantage to PEI as a

multi-facetted destination.

S


give it an advantage over

other destinations

Strengths


16

3.2.2. Weaknesses

The weaknesses below detract from PEI’s

appeal and performance as a destination.

Remoteness – No major Metro area (1m+ population) within 10 hours drive

Toll/Tariff regime for Confederation Bridge – Disincentive to visitors,

particularly repeats

Air access – Insufficient population to support frequent and affordable

services and leaving inordinate dependence on one carrier

Future of Ferry Service –the interruptions to service during 2016 are leading

to negative perceptions and uncertainty regarding the future

Infrastructure - Some poor sections of coastal road; lack of

dedicated/safe facilities for car touring (i.e. rest areas and lookout points)

Positioning – Confusion regarding PEI brand; traditional focus on beach

contributing to a highly seasonal tourism pattern

Perceptions – Seen as “old-fashioned”, with limited appeal for

“Millennials”

Research and Market Intelligence – available material is inwardly

focused, concentrates on elements of the existing market rather than

understanding potential markets and lacks clear and timely written

communication and interpretation

Poor alignment of marketing activities – Between agencies and between

public and private sector leading to wasteful duplication especially in

print material

Product fragmentation – Product offer lacking critical mass/initiatives of

scale; avoidable competition between regions resulting in lack of

product familiarization and poor linkages.

Share of Voice – Marketing budgets inadequate to build destination

awareness

Product “Missings” – Lacks innovative product, insufficient soft adventure

options; insufficient authentic PEI visitor experiences (e.g. Product gap

between West Point and North Cape)

Weaknesses W

Characteristics of PEI that place it

as a disadvantage to competitors


17

Food – Uneven offer province-wide.

On-line presentation of visitor information – lack of internet-based

marketing skills resulting in undue dependence on print material

Organisation – Industry structure very disparate and difficult to achieve

coordinated impact combined with resistance to structural and

organisational change by key influencers

Skills and Knowledge Gaps – ranging from the lack of business planning,

financial and technical expertise at owner/senior manager level to

introduce even moderately sophisticated yield management to lack of

local product knowledge at temporary operative level

Seasonality – Short season impacting on viability of businesses

Opening Hours – Often limited /restricted during evenings and outside

peak season

Access to labour – particularly in shoulder season

High dependence on government funding – associated with a tendency

to direct investment to quick fixes with questionable prospects for

independent sustainability

Objective: Prioritise improvements to PEI’s offer in order to compete

and win market share from other destinations.


18

3.2.3. Opportunities

The opportunities below reflect PEI’s potential as a

reinvigorating destination within 1,200km of significant

urban concentrations in Northern New England,

Quebec and Nova Scotia while benefitting from

enhanced air services from Toronto.

Exploit pure “Canadiana” image – PEI provides a unique opportunity for

big city Canadians, especially in Ontario and Quebec, to reconnect with

an authentic and distinctive heritage-rich Canada combining the

cultures of the three Founding Nations in a landscape with literary

touchstones that is purely Canadian.

Special support for entrepreneurs creating soft adventure products –

especially for products intrinsic to an island experience.

Provide operator learning and upskilling opportunities –benefit from the

skills and knowledge transfers which can result from organised peer-to-

peer workshops and round-table seminars.

Address the need for a centrally managed information base providing

reliable information on the availability of product outside the July-August

period – this is critical to encourage partners to devote energies and

funding to shoulder season and other off-peak promotion.

Authentic Island/Coastal experiences – Greater opportunities on-water

can be exploited by using suitable craft to allow visitors sample,

participate in, and access simple activities such as shellfish gathering,

lighthouse accommodation.

Culinary tourism experiences – these can include learning to “land/pick

and cook” based around fresh island produce.

Opportunities O Considerations that PEI could exploit

to its advantage


19

Flagship product developments - Orientation facility; expanded trail

development and linkages

National Park – New visitor experience and products

Integrated island touring route – the current routes based on somewhat

arbitrarily defined regions potentially confuse the visitor and dilute the

impact which can be obtained from encouraging “tip-to-tip” touring

Cross-sectoral cooperation – with agriculture and fisheries

Switch emphasis on event creation to more upscale interests – virtually all

hospitality industry-led event creation in receipt of any form of assistance

from public funds in PEI should be able to demonstrate how it will attract

a higher-spending tourist, for example, by placing specialist food and

culinary experiences as an integral part of the offering.

Enhance Product through Linkages – e.g. Bundle Summerside waterfront

with historic district

Cultural/craft training for Francophone and Mi’kmaq Communities – very

authentic cultural experiences can be offered by these communities. In

the Francophone case, Acadian music and seafood can be potent

attractors. Opportunity also to exploit PEI’s Celtic heritage

Cruise Tourism - Growth market with potential to focus on

smaller/adventure cruises

MICE - Further develop Conventions, Meetings and Inventive business to

achieve seasonal extension.

Sports Tourism - Fully capitalize on all-weather facilities such as Credit

Union Place to attract significant events for off-season

Organisation development and leadership – Streamline structures to

enhance co-operation and coordination between public and private

sector. Addressing fragmentation and duplication can free up

considerable resources for productive marketing and product

development activity.

Create craft and hobby learning experiences – PEI needs to expand its

range of “things to do” for the non-family market. The substantial number

of skilled artisan food and arts and crafts practitioners, both indigenous

and recent settlers on the island, provides a splendid opportunity to build

an attractive tourism product around weekend or week-long learning

experiences.

Climate change - Warmer summers are expected in Northern Canada

over the next decade as a result of climate change. The number of days

suitable for golfing, biking, hiking, or camping are likely to increase. As

the North American mainland heats up, PEI may provide a cooler, more

comfortable location for vacations and second homes.


20

Residential tourism – Canada is currently experiencing an upsurge in

immigration enquiries. Many new residents may in fact be tourists staying

part time in Canada. This may be an opportunity for PEI which offers

residential property options at lower cost than metropolitan areas.

Objective:

To realise the potential of PEI as an innovative

destination through effective leadership, stakeholder

collaboration and implementation of product

development and targeted marketing strategies.


21

3.2.4. Threats

The threats below have the potential to undermine the

maintenance and further development of PEI as a

successful destination. The scope to manage these

threats varies considerably. Accordingly we have listed

these in approximately ascending order, from those most

susceptible to alleviation to those least so.

The greater commercial advantages present in the hospitality industry in

other bigger local markets in North America -continue to appeal to

young trailblazers from PEI at the expense of using their skills and energy

within the province

National policies which restrict more flexible practices and partnership

ventures by public agencies – given these control many key elements of

cultural, heritage and environmental infrastructure which are the

bedrocks of the island’s tourism offering. PEI is more heavily dependent

than most of its competitors on landscape and cultural assets which are

entirely or significantly under Federal control

Inability to source sufficient funding for marketing at destination level –

the understandable desire of cash-strapped governments to see industry

beneficiaries rather than taxpayer funds provide the dollars necessary to

promote the island threatens to leave a funding void unless an equitable

and efficient alternative mechanism emerges to generate the necessary

funding for marketing

Banking Practices – an increasing reluctance by commercial bankers to

lend to a sector where bankable assets and potential mortgage security

are considered too high risk because of weak highly seasonal earnings

Airline Consolidation – disadvantages remote areas such as PEI with small

resident populations

Major oil price increases - most negatively impacting destinations such as

PEI where the cost of access is a higher than average component of total

vacation cost

Climate change – A rising sea level, increased shoreline erosion, greater

storm activity, and a narrowing or coarsening of Island beaches is

predicted.1 Damage to coastal homes, cottages, roadways, and other

infrastructure is also likely.

1 < https://www.princeedwardisland.ca/en/information/communities-land-and-environment/climate-change-

and-island-tourism>

Objective:

Threats T Considerations that could

disadvantage PEI

Through effective planning and co-ordination, position

PEI to respond proactively to factors that may threaten

the destination.


22

3.3. Conclusions

3.3.1. Organisation and Leadership

While the organisational structure for tourism in PEI is not dramatically different from

that present in most of the other Atlantic provinces, it does appear quite unwieldy

when viewed from both an international perspective and from the viewpoint of very

many of the individual entrepreneurs involved in the industry.

A recurrent issue raised in almost all of the industry focus groups conducted was the

belief that structures were top-heavy, with unnecessary duplication and

fragmentation. Tourism PEI was often seen as remote, slow to change, and lacking

an understanding of commercial realities. On the other hand there was virtual

unanimity about the need for a sector-neutral destination management body for the

province. The role of TIAPEI was the subject of much confusion, while there were

mixed views about the role and relevance of the Regional Tourism Associations

(RTAs).

Commercial operators have difficulty understanding why, at an individual level, they

are asked to be members of both TIAPEI and the RTAs. Best practice elsewhere does

not provide for small bodies individually directly engaging with the policy-making

groupings. Overlaps in responsibility between province-wide and local bodies, such

as the Regional Tourism Associations, need to be resolved and wasteful duplication

eliminated.

3.3.2. Products and Experiences

PEI’s tourism product offering has stayed relatively constant in the past two decades,

i.e. attractive beaches with pleasant summer season weather, attractive landscapes

and an appealing artistic and cultural heritage – both historic and contemporary,

manifested through well-preserved literary monuments (Anne of Green Gables) and

a flourishing arts scene. All these combine with the rich colonial built heritage of

Charlottetown and a cuisine based upon the rich harvest of shellfish and other

seafood and local farm cultivation to create what is widely perceived as a quality

destination product.


23

Where the accommodation product is concerned, reinvestment in independently

owned properties, offering the visitor the opportunity to connect with real islanders,

is most important. This may need some form of incentive to ensure the sustainability

of such mainly family-owned establishments which are crucial to delivering real

islander experiences, given that many older operators report extreme difficulty in

selling on their businesses to other islanders, and that commercial banks are

perceived as being highly reluctant to provide medium to long term finance to

tourism businesses. Research is required to establish changing consumer

expectations with regard to accommodation offerings.

A challenge where food and dining is concerned is to make available some of the

same quality and breadth of dining experiences present in Charlottetown in other

parts of the island outside of high season. “Foodies” seek a range of eating options

within close proximity of an accommodation base, so are likely not to venture far

beyond the provincial capital other than the relatively small number who can be

accommodated for short stays at destination “inns”. Intensive promotion of the small

selection of authentic Island flavour options in rural areas may be the best

mechanism to attract enterprising chef-proprietors who see an opportunity

generated by excess demand.

The island’s visitor attractions are insufficiently developed. The economics of

providing, or subsidising, attractions when there is a small local population are

challenging, so the responsibility where educational, heritage and cultural based

attractions are concerned must fall, in significant measure, to the Federal and

Provincial Governments. PEI is getting solid attention from Parks Canada and the

funding programmes of Canadian Heritage received favourable mention from a

handful of operators, but there is a clear demand for speedier and more locally-

based yet transparent decision-making. One “missing” is the lack of a state-of-the-

art interpretive centre to explain and present the province’s intriguing history.


24

Festivals and event creation have sometimes been seen to be a major answer to the

challenges of extending the product portfolio and lengthening the season. The

quality of both the concepts and the realisation of such newly or recently-created

events have varied enormously. There have been cases of events being extensively

supported where existing vacation traffic was negatively impacted. Properly

planned and executed events can bring major benefits to destinations which are off

the beaten track for most mainstream tourism. However decisions with regard to

public funding support for festivals and events are best taken when they are informed

equally by the commercial good sense of the entrepreneurs who are likely to benefit

but also by specialist expertise from an external media and publicity impact

measurement perspective, which can remain independent of narrower local

interests.

Given its superb coastal and rural environment PEI up to now has offered a surprisingly

thin portfolio of outdoor soft adventure. There has been too great a degree of

attention on golf as a potential generator of specialist incoming visitors. While the golf

product needs to be maintained and highlighted where it is distinctive, an entire

range of soft adventure product needs significant development, much of it water-

based but also including medium and long distance cycling and equestrian trekking

and countryside exploration.

The concept, in particular of adventuring experiences incorporating “tip-to-tip”

discovery of the island holds a very immediate appeal to many involved in the

industry, both within and without the island.

The principal perceived diversification opportunities to the established beach and

coast tourism market in recent years have been in golf (there are 16 actively

marketed golf courses2 on the island) and in meetings and incentives.

The density of golf courses is a considerable advantage. However, other than

Crowbush, the courses are not sufficiently well-known, to even specialist golfers,

outside the Maritime Provinces. Without a high profile circuit of signature courses, it is

very difficult to attract those who travel specifically to play golf. Even the removal of

one other significant perceived deterrent, the assumed difficulty prior to 2016 and

the initiation of larger jet (A319) service for air-borne golfers to bring their own clubs,

may not notably impact the sector.

In the context of continuing stagnation, at best, in the Canadian and East Coast USA

golf market and the huge investment which would be required to raise awareness

levels, an immediate improvement in this product’s performance appears unlikely.

2 PEI has more courses per capita than anywhere else in Canada, 13 of which are full 18-hole courses, with one of

these featuring 27 holes. The product marketing group, Golf PEI, has 16 members. One course, The Links at Crowbush

Cove, Morell, adjacent the National Park on the North Shore, is one of three Atlantic Canada courses ranked in

Canada’s Top 30 by Golf Digest. All but one of the Golf PEI courses is within a 45 minute drive of Charlottetown. There

are approximately 12 other courses with very modest infrastructure principally catering to localised usage


25

Many industry operators are, nonetheless concerned that Nova Scotia, in particular,

has been slicker in its approach to marketing golf than has PEI.

The ongoing performance and potential of the meetings and incentives market has

been recognised insofar as a special Destination Product Management Organisation

(DPMO) has been created, termed Meetings and Conventions PEI (MCPEI), which is

supported by 180 members paying fees, an accommodation levy in Charlottetown

and funding through TPEI/ACOA. MCPEI have focused on small to mid-size national

association meetings (up to 1200 delegates). National meetings offer considerable

potential, and conferences and meetings which draw much of their attendance

from Atlantic Canada are less dependent on improvements in air connections.

3.3.3. Markets and Marketing

The overall impression of current PEI marketing is that it presents a rich summer-time

product, without a very strong brand positioning on what are the most unique and

motivational aspects of PEI. Targetting is quite well refined and focusses on nearby

Canadian and United States provinces and states. There is a good use of marketing

partnerships in more distant markets, although, understandably, small resources are

devoted to this. Only one third of leisure visitors use the Island as a main holiday base:

two thirds are combining it with other Maritime Provinces.

The activities being funded by Tourism PEI could be refined further to distinguish

between visitor servicing (which should perhaps be expanded/refocussed to include

training on delivering service and brand values), and actual marketing to attract

visitors to PEI and to return again.

The resources devoted to visitor servicing are very considerable, with the extent and

resourcing of visitor information centres and “island welcome centres” being at a

level unparalleled in most similar destinations. The island has no fewer than ten such

centres, while other information outlets are also provided at interpretive centres, such

as at North Cape. Much of the material distributed in these centres consists of small

mini-brochures and small flyers produced by individual hotels, camping sites and

other micro-enterprises. TPEI encourages this proliferation of printed material by

providing free stocking and distribution, yet the impact for all in generating additional

business is likely to be minimal to zero, as the visitor is overwhelmed by a “forest” of

lookalike offerings.

In terms of actual marketing, a great deal is being accomplished by Tourism PEI,

Meetings & Conventions PEI and others on modest resources. However overall targets

set in 2010 have not been met, notwithstanding a very encouraging performance in

2016.


26

There may be scope to use marketing to encourage existing visitors to stay longer

and return more often, but products need to be improved to make this happen. To

maintain existing markets, attract new markets and grow the cake, tourism will need

more resources. The issue of extending the season to help make tourism more of an

industry that can support full time, professional jobs, needs to be considered as a

possible strategic objective, although not at the expense of the peak: At present

Tourism PEI marketing appears very much focussed on the ten-week peak.

The meetings and conventions marketing initiative appears to be quite strategic in

this regard and should help to attract new, high spending business if air access can

be continuously improved.

Golfing is also a traditionally strong product with good visitor spend, but with intense

competition and a shorter season than meetings, conventions, incentive and

exhibitions (MICE), and events. The concept of luxury winter weekends based around

good food might also have potential in nearby markets, if the industry can offer

attractive and imaginative packages. PEI has a particularly good indoor arena

infrastructure (with examples such as Credit Union Place in Summerside) yet on an

organised province-wide basis appears not to have a structured programme to

source and facilitate sports tourism happenings.

The movement towards specialist marketing directed at specialist segments (golf,

cruise, meetings and conventions) is welcome but under-resourced partly due to the

small industry size. Tourism marketing in general appears under-resourced when

compared to the industry’s estimated contribution to the economy, even leaving

aside its potential for growth.

The role of Tourism PEI as an overall strategic body needs some refining. Some

activities could perhaps be delegated to local municipalities, particularly in relation

to servicing visitors’ needs while on-island. These organisational issues are further

elaborated upon in Section 5.1.

The shift towards e-marketing is in line with current best practice in North America,

but the industry needs to adapt its own marketing to be less reliant on print. The

Tourism PEI website will remain a key asset, but requires overhaul to better sell the

island’s key strengths and offer the consumer a more experiential and stimulating

experience. There may be potential to develop it as a more inclusive web portal.

3.3.4. Access

The critical element of access transport infrastructure impacting the tourism industry

in PEI is the Confederation Bridge linking the island to New Brunswick. However in a

context where traffic volumes on the bridge have been virtually static for some time,

marketing activity by the bridge operating company (Strait Crossing Bridge Ltd)

appears to have largely ceased, which is a concern, as is the lack of wholesale

pricing given the major unused capacity for much of the year.


27

It is strategically most important that the car ferry service from Nova Scotia is

maintained and used as a means of building more packaged and inclusive tour

vacations. Industry operators who are working hard to attract touring visitors from

further afield than the neighbouring provinces have understandable concerns about

longer term commitment by the authorities to maintaining the service in the light of

recent unavailability of craft at times. Reassurance in this regard is essential.

Welcome steps have previously been taken to render the ferry experience more akin

to an entertaining cruise. This approach merits continuation and further innovation.

Air service development is hindered by the very small size of the local originating

market and the nature and seasonality of the tourism product. In terms of developing

the Meetings and Conventions market, a priority should be to build up the current

level of service from Montreal, given that Toronto now has full jet service. Strong

support for the airport’s marketing arm, which has already delivered healthy growth

in capacity, needs to be continued. However the seasonal factor alone will continue

to deter new entrants. This is not to downplay the continued importance of strong

collaboration with the airport, Air Canada, and other carriers, but purely to recognise

that, in terms of immediate “wins” the energies of many key stakeholders in the

tourism industry are better directed elsewhere.

3.3.5. The Operating Environment

Where labour force supply for the industry is concerned the most immediately

pressing issues which need to be addressed primarily affect seasonal coastal

operations, and their need to ensure a good quality supply of Summer season

operatives.

The responsibility for labour force development appears at present to be somewhat

too disparate. It is not a role which should not be left entirely to an industry

association, even though an association such as TIAPEI can and does make a

significant contribution to promoting training and professional development. In other

jurisdictions government normally takes on this responsibility, given that both

education and employment policy are seen to fall clearly within the governmental

ambit. Succession planning within many of the smaller-scale hospitality businesses in

rural areas is also becoming an issue which may need some tax code or other

modifications to encourage the continuance of family businesses.

Industry decision-makers also need to be better served by relevant clearly

communicated market research. The provision of statistics should not be confounded

with the need for actionable research. There is, in particular, an absence of

information regarding those consumers, who, while having the socio-demographic

characteristics of the defined target market, are not receiving or receptive to

messages encouraging them to travel to PEI.


28

Only good quality and well-designed qualitative research can help to address this.

While good quality qualitative research may be prohibitively expensive for PEI on its

own, a shared approach (as has been the case for some quantitative research

promoted by ACOA) with the other three Atlantic provinces would likely yield benefits

to all in growing travel from outside Atlantic Canada to the region. In particular, we

would also urge implementation of the recommendations in the 2015 Research

Model report by Tourism Synergy Ltd (available on the PEI Tourism Matters website)

undertaken as part of a review of research requirements by TIAPEI and provincial

government.

Shared research carries a risk in that the best resourced may “highjack” the most

innovative concepts which emerge. However if one accepts that innovation is

generally driven by research and budgets on a solo basis are proving insufficient to

fund the types of research needed, then cooperation makes eminent sense.

Cooperative models for funding and undertaking tourism research are well

established in other multi-territory contexts as, for example, in the Pacific Asia Travel

Association (PATA) and the European Travel Commission (ETC) and its Scandinavian

partnership.

3.4. Moving from Weaknesses to Strategic Recommendations

The Strategic Plan for Tourism 2021 has been designed to:

Overcome the weaknesses observed in the development, delivery,

organization and marketing of the island’s tourism offering

Capitalize on the assets suitable for tourism use by addressing these

weaknesses and converting them into clear and realisable opportunities

Establish strategic objectives identified

Translate these objectives into a series of recommendations and action points

related to organisation and management, product development, marketing

and promotion, access and infrastructure, human resource development and

funding.

This final report sets out an overall framework of the strategic process from

weaknesses through opportunities to strategic objectives and recommendations.


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4. Vision, Strategic Principles and Objectives

Having reviewed the existing state of play in PEI’s tourism industry and the key

challenges which have emerged from the research and the situation analysis, we

now need to set out a vision for the sector five years hence. Bringing this vision to

fruition will be dependent on clearly articulated paths to progress in the development

of the island’s tourism product, the marketing employed and the operating

environment within which the industry functions.

4.1. Vision

Taking these considerations into account, the following key points and principles will

be used by the industry to develop an appropriate vision statement for tourism in PEI

in early 2017.

Vision Statement/Key Points and Broad Principles

Positioning

Premier maritime

Island destination

Living cultural heritage

Authentic experiences

Best-in-class customer service

Markets

Sustain family market

Appeal to activity/special interest markets

High value markets – US and international

Economic Contribution

Tourism growth

Development of value added products

Focus on quality and diversity

Extended season

Increased yield


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4.2. Strategic Principles

4.2.1. Partnerships, Collaboration and Cooperation

One of the basic tenets of tourism area policy setting and strategic planning is that

tourists do not recognise administrative boundaries in their choice of itineraries: their

dominant concern is to pursue their interests. This can represent a challenge where

the organization responsible for landscape management – especially natural

features such as coastlines – rests with different administrations.

This issue is of particular relevance in respect of PEI’s three Coastal Drives. The current

approach to branding and promoting three separate drives has resulted in

fragmentation and avoidable competition. Such competition between

regions/coastal drives has resulted in a lack of product familiarisation and in poor

linkages. As a consequence, PEI is not realising its full potential.

Successful and sustainable tourism development will not occur without close liaison

and cooperation between tourism agencies, the municipalities and other public

bodies which share the resource. Such development is also heavily dependent on

the support of the residents of the destination that hosts tourist visitation. Unless there

is widespread assent from the local communities to the forms and scale of tourism

development and activity, PEI could gain the reputation of being unwelcoming. In

such circumstances, tourism demand is likely to falter. The resident population should

be active partners in PEI’s tourism, both as providers and operators of services, and

as patrons for the various tourism products operated in the island.

There is also a need for cooperation between the public sector and private sector.

Finally, in order to maximise the potential of any destination, collaboration between

private operators is also an important prerequisite. Therefore, partnership and

collaboration is required at three levels:

Public:public

Public:private

Private:private

Tourism is undertaken by the private sector. Investment conditions have to be

sufficiently attractive to the private sector to stimulate the development of

attractions, activities and facilities catering for tourists. That entails both positive

policies from the public sector towards tourism product development, and fully

joined up thinking and collaboration between all public sector bodies. Private sector

businesses also work productively with administrations in designing and delivering the

destination marketing brand, positioning and communications. Marketing

collaboration between PEI’s private sector stakeholders and government agencies is

essential. Without full engagement and involvement by the private sector public

sector marketing activity risks losing considerable relevance and impact.


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4.2.2. Product Development based on Flagships, Clusters, Trails/Circuits and

Events

Tourism product development is most effective when planned projects are prioritised

in a pyramid fashion according to scale and significance in terms of attracting tourists

to the area. At the top of the pyramid are flagship projects, those that are attractors

to the destination in their own right.

Further down the scale – though of no less importance for the communities of the

areas in question – are clustered developments and tourist routes (or circuits, trails or

corridors, depending on terminology). All these development require supporting

initiatives such as signage, visitor information access points etc.

In order to attract more tourists to a destination, induce them to stay longer, and be

convenient for tour/ground operators, various sites and attractions have to be

combined or linked in one area. It is necessary to develop a product that effectively

integrates sites, attractions, events, activities, and associated accommodation. This

clustering of sites and the development of routes involves developing, packaging

and showcasing attractions and authentic products (crafts, events, services,

products, experiences) on routes to achieve a strong appeal.

The overall concept for PEI aims to establish and promote a strong flagship attraction,

with appropriate signage and interpretative information that forms strong linkages

with tourism sites and attractions, protected areas, visitor information points,

community projects, events, and related experiences.

There is then the need to integrate all these elements, in terms of:

Delivering product experiences,

Raising awareness about exploring and discovering PEI as a destination,

and,

Marketing and promoting the destination.

4.2.3. Market Positioning and Targeting

Success for a destination is the accurate targeting of its tourism products to those

market segments to which they will appeal. A destination brand positioning

statement is needed to guide its brand communications strategy to attract the

segments identified as representing the greatest potential. The positioning statement

outlines the strengths and associations that make the brand not only different but

also meaningful to the target segments. As such, it drives the proposition.

4.2.4. Best Practice Exemplars Aligned to Proposed Positioning


32

The proposed re-positioning of PEI as presented in section 5.3 will manifest itself

through a series of interventions designed to optimise visitor use, experience and

appreciation of PEI’s distinctive natural environment and unique cultural resources.

The best practice exemplars presented by TDI in Stage 1 – Situation Analysis illustrate

the importance of:

Partnership of Government and Industry as essential to the development of

tourism

Putting in place an ambitious yet achievable Vision

Providing effective leadership through streamlined organisation.

The creation of product development initiatives of scale capable of achieving

high brand visibility.

An integrated approach to information and communications

A preparedness to subjugate narrow territorial interests for the greater benefit

of the wider destination.

4.3. Industry Engagement

The future success for PEI lies in a fully integrated approach to developing tourism.

This will ensure the ability for all stakeholders to collaborate and understand their role

in this process. The PEI Tourism Strategy’s Working Group consisted of representatives

from government and industry, consultant expertise and extensive industry input. This

group of leaders has moulded industry consultations into a 5-year strategy that

establishes a number of priorities and broad actions to guide the development of

PEI’s tourism industry. It outlines strategic directions that need to be addressed to

build this sector and increase its economic value.

The first steps to success demand that tourism stakeholders play a vital role in guiding

and developing PEI’s industry to its fullest potential. Their commitment to be actively

engaged will define how turning this strategy into reality, practically happens. Each

and every stakeholder involved brings a wealth of knowledge and experience that

can have a tremendous impact on the tourism industry as a whole.

Understanding that industry and government leaders are equipped to initiate real

change by closely following the five year strategy is crucial. They need to explore,

analyze and discuss the strategic directions and their key actions on a go-forward

basis. The commitment the Tourism Industry takes in this process, will define operating

guidelines, how challenges will be met, and advance this sector’s future prosperity

and sustainability.


33

Private Public Leadership is a priority in PEI’s fragmented and somewhat

uncoordinated tourism industry. There is a need for more detailed information

pertaining to clarification of roles and responsibilities.

Industry needs to continue to be engaged in the process of addressing the

organizational issues that exist.

4.4. Objectives

Within this overall vision, some major objectives can be stated as follows:

Creation of unique, high quality visitor experiences that are increasingly

in demand by travellers now moving into the socio-demographic

segments which most readily targetted by PEI, based on the island’s rich

mix of cultural and natural product;

Strengthen data collection and market research capabilities, using where

possible cooperative and strategic alliances, to better understand and

communicate the demands and preferences of emerging key markets;

Use that research and a more efficient and effective utilisation of funds

for marketing to optimally target and communicate with these markets

and raise awareness of PEI as a best-in-class tourism destination;

Streamline structures and reduce unnecessary duplication and

administrative burdens which negatively impact the industry;

Ensure a committed, skilled and professional industry leadership and

workforce to help attract the requisite investment from both public and

private sources to deliver growth;

Improve visitor services, from transportation to accommodation and

interpretation, to fulfil the promise of those expanded and more targeted

marketing efforts, and ensure positive social media presence, “word-of-

mouth” advertising and repeat visits.


34

5. Strategic Recommendations

PEI is a ‘good’ destination but is has the potential to become a ‘great’ one. Scope

for improvement exists across the board. Therefore, TDI proposes a range of strategic

interventions across 5 pillars. Research and collaboration will play an important cross-

cutting role across each pillar.

The five pillars of the proposed tourism strategy for PEI are:

This section of the report provides a description of each of the proposed strategic

interventions.

5.1. Pillar 1 – Leadership - Institutional Architecture and

Responsibilities

The lead organisation for tourism marketing in PEI is the provincial government’s

Department of Economic Development and Tourism, and particularly its Marketing

Communications, Sales and CRM Division (Tourism PEI or TPEI). TPEI depends heavily

on ACTP for marketing overseas and in the US, often in partnership with Destination

Canada. However the Tourism component of this department of government is also

charged with other more regulatory, administrative and ownership functions,

including direct control of product such as golf courses and parks with beaches,

which in total engage more than the employee numbers within the Tourism sections.

Co

lla

bo

ratio

n

Re

sea

rch

•Leadership - Institutional Architecture and ResponsibilitiesPillar 1

•Product Development - Offering Authentic ExperiencesPillar 2

•Market Positioning and CommunicationsPillar 3

•Access and Infrastructure FacilitationPillar 4

•Human Resource PrioritiesPillar 5


35

Outside of TPEI there are various province-wide product marketing bodies, mostly run

by non-profit entities. Most of these are funded by the ACOA, government and by

members. The most active of these are Meetings and Conventions PEI (MCPEI) and

Golf PEI, however various other groupings have been brought together to market

such areas as food, arts and heritage, sports and other tourism-related areas. There

are also membership-based Regional Tourism Associations (RTAs), some of which are

heavily dependent on TPEI for funding, with single locally-based employees.

Another aspect which is virtually unique to PEI is that the provincial responsibility for

tourism market research has been shared WITH the industry representative body,

TIAPEI.

In addition, TIAPEI plays a major role in strategic planning and industry

communications, as well as undertaking the representational, commercial

relationship and human resource/professional development programmes which are

generally common to industry associations throughout Canada.

The current architecture and division of responsibilities has not significantly changed

in the past two decades, other than for a minor rationalisation of RTA structures in

2011.

For a province which has but a small fraction of the population, industry structure and

resources of other Canadian provinces, it would not be surprising for government to

wish to both devolve as much as possible of the responsibility for promoting tourism

onto the shoulders of the industry operators themselves and to seek to streamline

such promotion to the greatest extent possible. However, government funding, at

both the Federal and Provincial level has, to a considerable extent, had the opposite

effect, in encouraging a plethora of organisations and administrative procedures.

Within government, tourism promotion has been assigned within a department with

a mix of predominantly financial and regulatory functions, and is contained within a

rather old-style civil service-type structure.

In line with the vision for PEI tourism into the next decade, significant institutional

architecture changes are proposed.

TDI’s considered view is that a more independent Destination Management

Organisation for Prince Edward Island should be established. This organisation, for

which a working title of Visit PEI is used here, would have responsibility for research,

product development and marketing and would operate with a guaranteed level

of government funding support. Such a level could be calculated on the basis of a

fixed percentage of sales tax on gasoline sales. Government support for core

ongoing marketing activities by Visit PEI should be supplemented by a private sector

levy payable by all accommodation and other hospitality outlets on the island.


36

Visit PEI would, in addition, gather funding for specific targeted promotions with

individual identified beneficiaries to whom traffic would be directed.

The non-marketing functions of the current Government department, including

statistics, evaluation and policy issues should remain within the standard civil service

structure, outside of Visit PEI. However, market research as an essential component

of marketing decision-taking and after-sales or visitor servicing coordination should

reside within Visit PEI.

On the industry side there is a strong case for the streamlining of TIAPEI so that it has

a clear advocacy role as a representative and professional development body for

the main constituent groupings within the island’s tourism industry. The following

verbatim quotations were recorded in the Local Operators Survey:

‘TIAPEI needs to represent the private operator. TIAPEI is too close to

government. TIAPEI has a serious membership issue which means it is not

representative at this point of the industry. This needs to be rectified

immediately or it may give rise to another group.’

‘Industry must lead the realignment of TIAPEI to fully represent the industry's

needs to the department, not just bringing the department's initiatives to the

industry.’

The short to medium objective should also be to reduce other regulatory and

administrative burdens which no longer bring significant consumer benefits.

Removing the necessity for classification fees (e.g. Canada Select) for the

accommodation sector, and the perceived obligations to pay a variety of other fees

(regional marketing and TIAPEI) would, in our view, help gain acceptance for modest

levies to part-fund Visit PEI and for common defined-interest membership groupings

(e.g. a B and B Association or a Restaurant Association).


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5.2. Pillar 2 - Product Development - Offering Authentic

Experiences

The need for PEI to adopt a clear market positioning focussed on its distinctive island

culture and coastal environment is presented in Section 5.3. Along with market

positioning, there is also a requirement to promote a range of products and

experiences that will draw visitors to the island.

5.2.1. Development Strategy

The product development strategy for PEI will be firmly rooted in the island’s core

strengths and will comprise a combination of interventions including product

consolidation based on existing products (i.e. beach and family activities) and

product diversification involving new product development. In line with the Vision,

the strategy will prioritise authenticity in all of the island’s product offerings.

The development strategy underpinning the vision for PEI envisages a mix of proven

approaches to tourism product development. These include:-

‘Flagship’ tourism project

Nature based/soft adventure activities

Major product development initiatives (including creation of ‘trails’, ‘hub’

and ‘clusters’)

Supporting Initiatives

Flagship Tourism Project

Tourism product development is most effective when planned projects are informed

by research and prioritised in a pyramid fashion according to scale and significance

in terms of attracting tourists to the area. At the top of the pyramid are flagship

projects, those that are attractors to the destination in their own right. Where PEI is

concerned, the development of a flagship tourism project should take into account

findings from exit surveys which indicate that car touring is a top activity for visitors to

the island.

A central component of a destination’s differentiation is often a flagship tourism

initiative. Flagship tourism products are those with such strong market appeal that

they determine the travel decision and choice of destination. Their role is, therefore,

vital to destinations. Once a destination has at least one flagship attraction, all

elements of the tourism sector can benefit. Extra demand is generated for the

accommodation sector as flagship product visits typically involve an overnight stay

in the destination. Other destination attractions and facilities also benefit through

increased patronage and custom, and from the destination awareness generated

by the presence of the flagship. The economic benefits to a destination from a

flagship tourism development can, thus, be extensive.


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A ‘flagship’ tourism initiative can take the form of the development of a major new

attraction, a ‘cluster’ initiative, a major event or the development of a significant

‘destination experience’.

Nature-based/soft adventure activities

Nature-based tourism is any type of tourism that relies on experiences directly related

to natural attractions where the main focus is on nature and on encountering nature

first hand. It emphasizes interpretation about local culture and history in an authentic

setting. For many travellers, ‘getting in touch with nature’ provides the ultimate

holiday experience.

Companies offer interesting, exciting and authentic experiences for tourists, with an

opportunity for connection with nature as the main attraction, through its pristine and

natural environment. Interest has exploded in this type of experience3 so much so

that it has become the ‘Norm’ to travel to a destination and expect to find market

ready soft adventures being delivered by trained guides.

Tourists are looking for experiences that are unique and memorable. They want to go

off the beaten path or behind the scenes. Because of hectic lifestyles many are

looking for renewal on their vacations. Authenticity is also about allowing the traveller

having time for personal discovery and reflection. Experiences that bring guests to a

natural area in search of wildlife or a visit to a coastal village to share in music and a

local meal allow the traveller to make a connection to the environment and feel that

destination’s essence.

Adventures that focus on the essence of nature, connections with community

traditions, interaction with the environment that are fun and meaningful are a natural

fit for the destination’s market.

The adventure tourism niche market that fit this profile really comes from the overall

mass market, but has more interest to those tourists who seek to observe wildlife in

their natural habitats and in the solitude of natural areas. Birdwatchers can also find

some very accessible places to see migrating sea birds, protected species and

marine mammals. For many a chance to visit to a breeding colony or take a coastal

day tour highlighting unique endangered birds in their natural habitat is a sought after

experience. This might include wildlife photographers, birders seeking to add to their

‘life list’, and societies and clubs devoted to wildlife viewing and conservation.

3 Tourism Review

http://www.tourism-review.com/travel-tourism-magazine-adventure-tourism-market-the-value-of-the-industry-is-

growing--article2304

USA Travel Activity and Motivation Survey

http://en.destinationcanada.com/sites/default/files/pdf/Research/Product-

knowledge/TAMS/US%20Outdoor%20Activity/tams_U.S._soft_outdoor_adventure.pdf

Canadian Travel Activity and Motivation Survey

http://en.destinationcanada.com/sites/default/files/pdf/Research/Product-

knowledge/TAMS/Canadian%20Travellers%20Outdoor%20Activity/tams_Canadian_soft_adventure.pdf


39

There are also people seeking to relieve the stress of daily life in an environmental

setting which they perceive as providing serenity and solitude. This market segment

is looking for a sense of personal achievement and exhilaration from meeting the

challenges and potential risks of outdoor sport activities. As well as the culture and

heritage tourism niche, there are those who want to experience personal interaction

with the lives and traditions of native people, learn more about a historical topic that

interest them, or personally experience historic places and artefacts.

Major product development (including creation of ‘Trails, ‘Hub’ and ‘Clusters’)

The clustering of activities in a well-defined geographic area or related to a theme

can also be an effective form of tourism product development. In order to induce

visitors to stay longer in a destination, various sites or attractions have to be combined

or linked in one area. In certain circumstances, it will be necessary to develop new

products (facilities and/or activities) that effectively integrate existing attractions,

activities, events in the destination. Such intervention is particularly important where

a major cluster also serves as a ‘tourism hub’.

In certain areas where there exists a logical sequence in the form of an established

waterway, pathway or trails, the development of themed routes can be an optimal

form of development to bring the benefits of tourism to communities which might not

otherwise be visited.

Supporting Measures

The creation of Festivals and Events (based on the distinctive culture of a destination

or sporting event or a specific interest with national or global impact, e.g. a movie

festival) represents a form of tourism product development that can play a strategic

role in extending the tourism season in the destination. PEI already has the physical

infrastructure in the form of theatres, halls, outdoor spaces and multi-purpose event

centres to cater for a far wider range of events (cultural and sporting) than currently

available. As there are excellent indoor venues, shoulder season tourism is thus

facilitated and prioritised.

PEI is home to two major outdoor event centres; The Cavendish Beach Event Centre

and Charlottetown Event Centre. Both offer significant opportunities for shoulder

season events development.


40

5.2.2. Product Development Initiatives

Having regard to the overall product development strategy and framework as set

out above, TDI proposes the following product development directions for PEI:

Prince Edward Island Product Development Recommendations

FLAGSHIP TOURISM PROJECT – PEI COASTAL CIRCUIT

The ‘flagship’ product developments initiative for PEI will be the PEI Coastal Circuit. It

should be noted that the latter name is a ‘working title’ (See Brand Development

below).

The PEI Coastal Circuit represents an exercise in product consolidation based on the

three existing PEI scenic drives – Central Coastal Drive, North Cape Coastal Drive and

Points East Coastal Drive. New product and infrastructure development will also be

required as part of this project. On completion of the product consolidation and

development process, the PEI Coastal Circuit will also be a marketing platform and

will become PEI’s leading experience brand with significant market appeal.

The PEI Coastal Circuit will be a single contiguous route of 1,000 km along the entire

coast of Prince Edward Island. It will incorporate all major towns, ‘must see’ attractions

such as Anne of Green Gables and the PEI National Park at Greenwich, and points of

interest along the coast. It will be a destination initiative of scale designed to have

high visibility in PEI’s main markets.

Flagship Tourism Project

PEI Coastal Circuit (taking in existing locations, attractions and the major

initiatives proposed below)

Major Product Development Initiatives

Soft Adventure Activity Initiative

First Nations – Mi’kmaq Sustainable Tourism Initiative

Waterfront Development Initiative

Confederation Trail Facility and Linkage Development Initiative

June/Spring Initiative

Culinary Tourism Initiative


41

The PEI Coastal Circuit is much more than a touring route. Consistent with its flagship

status, it will become the platform through which PEI can ‘showcase’ other products

– soft adventure, First Nations, Mi’kmaq Sustainable Tourism Initiative, and Culinary

Tourism.

Perhaps most importantly, the PEI Coastal Circuit will be a highly effective destination

marketing platform for private operators and a stimulus for new tourism entrepreneurs.


42

PEI Coastal Circuit


43

In proposing the PEI Coastal Circuit as the flagship product development initiative, key

goals are as follows:

Increase visitor numbers to PEI, extend the tourism season and extend

visitor dwell time.

Create a visitor experience capable of playing a key role in the

differentiation of PEI as a unique and distinctive island destination.

Reinforce the particular strengths and characteristics of PEI’s coastline

while offering visitors a compelling reason to visit.

Establish a tourism product/experience of critical mass and address issue

of product fragmentation.

Enhance linkages between existing attractions and facilities.

Establish a platform for PEI, current tourism enterprises and product

providers to ‘showcase’ their offer (i.e. family attractions, arts and crafts

etc.).

Establish a platform for major (new) product development initiatives (such

interventions are far more likely to have an impact as part of a ‘cluster’

initiative)

Assist in the spatial spread of tourism by directing visitors across the island

from tip to tip.

The PEI Coastal Circuit is an exercise in product development, product consolidation

and branding similar to the Wild Atlantic Way in Ireland. The latter project has been

very successful.4

4

http://www.failteireland.ie/FailteIreland/media/WebsiteStructure/Documents/2_Develop_Your_Business/Key%2

0Projects/Wild-Atlantic-Way-Operational-Programme_1.pdf


44

Wild Atlantic Way - Ireland

The Wild Atlantic Way was devised as a new ‘experience’ and ‘destination’ by Fáilte

Ireland, the Irish Tourist Board, to present the West Coast of Ireland as a compelling

international tourism product of scale and singularity. It is an over-arching brand which

individual destinations and businesses can trade collectively with much greater

potential visibility and clarity of message in the international marketplace.

The Wild Atlantic Way brand is manifest, in the first instance, through the identification

of a coastal touring route which joins up a number of pre-existing routes as well as a

large number of towns and villages, attractions and experiences along the west coast

of Ireland. However, this branded touring route is only intended as the ‘magnet’ to

which visitors will be drawn, but once in the west, their behaviour is likely to reflect that

of the majority of visitors that currently visit the West of Ireland. The project has been

very successful.

Standardised Signage

Wild Atlantic Way

Passport provides a

memento of the visit

and to encourage

repeat visits to other

parts of the Wild

Atlantic Way

Wild Atlantic Way App has

information on places to see,

where to sleep and eat,

festivals and events. Visitors

can search by geolocation

to discover what’s

happening nearby right now

Failte Ireland - Wild Atlantic

Way HD - YouTube

https://www.youtube.com/wat

ch?v=PIzU6Vhpzyw

https://www.google.ie/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwi8xruFiZ_QAhUHIcAKHSR_Dy4QyCkIHDAA&url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DPIzU6Vhpzyw&usg=AFQjCNETeSnuW5ulE9J50KW3HELKldJ_XA&bvm=bv.138169073,d.ZGg

https://www.google.ie/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwi8xruFiZ_QAhUHIcAKHSR_Dy4QyCkIHDAA&url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DPIzU6Vhpzyw&usg=AFQjCNETeSnuW5ulE9J50KW3HELKldJ_XA&bvm=bv.138169073,d.ZGg

https://www.youtube.com/watch?v=PIzU6Vhpzyw

https://www.youtube.com/watch?v=PIzU6Vhpzyw


45

The Bas Saint Laurent Gaspésie Tour in Quebec is another successful scenic tour. While

the tour is promoted under a single brand name – Gaspe Loop, 10 regional itineraries

are offered to visitors. Each regional itinerary offers visitors the opportunity to explore

the unique attractions, towns, villages, cultural and heritage, food and retail and

opportunities for activity participation5.

Other successful touring routes/destination brands include the Great Ocean Road

(Australia)6, the Garden Route7 (South Africa) and the Big Sur8 (California).

The following implementation steps are proposed:

Public Consultation – To be carried out in all regions with the objective of

promoting ownership of the concept and collective stakeholder decision-

making.

Brand Development – The concept of the PEI Coastal Circuit is both a touring

route and a brand. The current name PEI Coastal Circuit is a working title only.

As a first step, further work will be required on the proposition and brand

development.

Route Identification – Review existing (regional) driving routes and evaluate

route options to include major towns, tourism centres and attractions.

Way Finding Strategy – Devise signage (to reflect branding) and prepare

signage strategy. Implement signage along designated route.

Discovery Points – Undertake audit of ‘stop-off/discovery points’ along the

circuit. Prepare infrastructure and interpretative plans for discovery points.

Marketing and Communications Plan – Prepare and execute marketing and

communications plan.

5

www.quebecmaritime.ca/en/road-trips-and-getaways/the-bas-saint-laurent-gaspesie-tour 6 www.visitgreatoceanroad.org.au/ 7 www.gardenroute.co.za 8 www.myscenicdrives.com/drives/california/big-sur-coast

http://www.quebecmaritime.ca/en/road-trips-and-getaways/the-bas-saint-laurent-gaspesie-tour


46

Grand Tour of Switzerland

The Grand Tour of Switzerland was launched by Switzerland Tourism in March 2015.

The route covers more than 1600km around the country, and exposes travellers to

different sides of the country including the highest point of 2429m (Furka Pass), the

lowest point of 193m (Lake Maggiore), 22 lakes, 11 UNESCO World Heritage sites, five

alpine passes and all four language regions.

With driving time of at least 5 hours a day, Switzerland Tourism recommends that

visitors take at least 7 days to complete the core route.

From the end of March 2017 onward, an extensive network of charging stations will

electrify the entire route, making it an ideal road trip for electric vehicles.

Photo Stops

Each photo spot also

provides information on the

special features of the

location and gives you the

opportunity to put yourself in

the spotlight in a light-

hearted way.

Snack Box

The Snack Box is available at

every sales outlet along the

Grand Tour and can be

refilled with typical regional

specialities at any point

along the way.

Swiss Mag App and

ebrochures on every

aspect of the Grand

Tour of Switzerland

Swiss Coupon Pass

“2 for 1”-offers for

restaurants, entrance

to attractions and

souvenirs along the

Grand Tour of

Switzerland

Standardised Signage


47

Major Product Development Initiatives

The other major product development initiatives proposed are as follows:

SOFT ADVENTURE ACTIVITY INTIATIVE

For many of today’s travellers the focus of their vacation experience is not the

destination, but their discoveries along the way9. As the majority of PEI’s guests

interact with the landscape, the people, and nature, almost all of these visitors

can be considered soft adventure travellers, A tourist may take a couple of days

to hike the Confederation Trail, a couple of hours coastal kayaking or an afternoon

walking a quiet beach, but whatever the activity or level of effort, this traveller

leaves with stories to tell.

PEI is an experience, not a product and the goal of many visitors when in PEI, is to

have an authentic island experience. The activities offered therefore should be

aimed at ensuring PEI delivers this. Creating these memorable travel experiences is

the key to delivering on the provincial brand promise. Soft adventure activities can

bring PEI’s brand to life based especially when used in conjunction with cultural

heritage and delivered by islanders themselves.

Canada is a world leader in water based tourism experiences and historically

Prince Edward Island was and is built on ‘water’. It was an integral part of PEI’s First

Nations’ heritage and early European settlement. Being Canada’s ‘Island

Province’, PEI’s tourism industry is heavily influenced by water as its visitors have

played on its shorefront for decades.

There is opportunity to build on the “consumptive” activities that are presently

being offered on the island. One such example is the coastal sport fishing market.

The seasonal concentration and uniqueness of fish species and the relatively high

probability of harvesting them are very appealing to these anglers. The

abundance and visibility of the lobster fishers in PEI who, in early season, daily

motor around the coastline checking their lobster pots offers opportunity for those

interested in experiencing a true ‘Day on the Bay life of a Lobster Fisher’. This has

greater potential if the proper training is offered to ensure an authentic safe

experience by licensed guides.

These soft adventure guided tours, such as kayaking to view wildlife or

experiencing a nature walk, often rely on an informed guide to explain what is

being seen, whether flora, fauna, geology etc. Interpretation by guides is about

making the experience interesting, with facts and information creating a memory

of a visit. Interpretation should help use all senses to create a memorable moment

and a good guide translates nature in a way that is of interest to the visitor while

sharing knowledge of the region.

9 Adventure Travel Trade Association 2016 Adventure Tourism Development Index

http://www.adventuretravel.biz/store/2016-adventure-tourism-development-index/

Attracting and Serving the US Adventure Traveler

http://www.adventuretravel.biz/store/attracting-and-serving-the-us-adventure-traveler/


48

PEI’s coastline is ideal for active adventures that highlight natural wonders and

water. In many ways this is at the foundation of the PEI tourism experience. This

coastline offers unparalleled economic and tourism opportunities. In the next 5

years PEI has an opportunity to leverage its coastal environment to become a key

influencer on which much of the tourism infrastructure is built and dependent on.

An opportunity exists for PEI National Park to support the development of soft

adventure in PEI. The tourism operators and ‘friends of the park’ must continue

striving for success with sustainable tourism, ecological integrity and providing a

positive visitor experience.

PEI National Park has a wide range of adventure activities by the park users such

as skiers, cyclists, paddlers, hikers, tour operators, restaurants and accommodation

providers. The park can play a strategically important role in broadening the range

of soft adventure activities.


49

The following implementation measures are proposed to support the

development of soft adventure activities in PEI:

Special Support for Entrepreneurs Creating Soft Adventure Products –

especially for products intrinsic to an island experience, e.g. Water based

adventures such as Kayaking, waterski, parasail, snorkel, paddle boarding,

etc. Land-based products like cycle hire and itinerary packaging, equestrian

trail riding, golf learning academies, etc., are also candidates for support.

Private sector operators providing well designed environmentally friendly

soft adventure could be facilitated on Parks Canada and other publicly

owned land once strict zonal management and operating procedures were

agreed.

PEI National Park Support and Engagement – The park can support soft

adventure through enhanced access, investment in facilities, and close co-

operation with soft adventure operators in PEI.

Feature Soft Adventure in Marketing Campaigns – In addition to the beach

and related family product offer, future marketing for PEI should feature soft

adventure options.

Possible Soft Adventure Activities in PEI

Water Based Activities Land Based Activities Coastal Kayaking

Scuba Diving and Snorkelling

Surfing and Windsurfing

Wakeboarding and Water

skiing

Jet Skiing

Yachting and Sailing

Sport Fishing along the Coast

Oyster / Clam Digging

Deep Sea Fishing

Lobster Fishing

Kite-surfing

Powerboating

Ice Golf

Hiking

Cycling

Horse Riding

All Terrain Vehicle and Motor

Biking

Skydiving

Snowshoeing/snowmobiling


50

FIRST NATIONS – MI’KMAQ SUSTAINABLE TOURISM INITIATIVE

When developing adventure tourism, that relies on Indigenous communities, all

voices must be given a chance to speak and to listen.

In the recent North American past, there has been a steep learning curve for

non-native tourism business operators to learn the critical first steps for

successfully approaching and working effectively with these partners.

Canadian Tourism operators have rarely been successful in trying to engage a

cross-cultural dialogue and providing practical education on successful

partnership ventures in anything besides Casino development.

In PEI, where an opportunity exists to break the mold, there is a need to

encourage communication (perhaps even dedicated sessions) especially

when it comes to developing adventure tourism programs that rely on

Indigenous communities. The experiences being offered on the island presently

are not unique or world class, but this can change given the very considerable

energies present within the communities, which are ready to create

opportunities to develop unique adventures and more meaningful experiences

for the visitor.

To the international market, PEI’s indigenous tourism can appeal to various

interests including nature based adventure, soft adventure, culture and

heritage and culinary. The community in Lennox Island currently offers a range

of authentic visitor experiences10.

10 http://en.destinationcanada.com/sites/default/files/pdf/Research/Product-knowledge/Aboriginal-

tourism/Aboriginal_Tourism_Opportunities_eng.pdf


51

Specific Mi’kmaq experiences can layer the core adventure experience (such

as kayaking or hiking) with unique interpretive elements drawing from traditional

knowledge and oral traditions. The non-Indigenous operator can play a key role

in connecting adventure tourism guests with Indigenous guides and operators.

These experiences should embody PEI’s Mi’kmaq

singularity allowing the visitor’s personal

exploration. Heavy focused in the traditional way

of life on Lennox Island and the other reserves it

can use the coastline and surrounding waterways

to express the tribes history and lifestyle, both pre-

European settlers arrival and life since.

These tourism initiatives need significant bottom-

up capacity to ensure that they are developed

with a clear-cut, widely supported sense of

direction. Support is needed to develop an

inclusive Tourism Development Plan based on

local assets that connect to a Provincial Product

Development Strategy.

Work with tribal government in encouraging the

development of new tourism attractions,

accommodations, itineraries and support

infrastructure, which should facilitate the

development of quality market ready tourism

events on Lennox Island.

Coastal kayaking in their sheltered waters to experience the relatively

untouched areas around the reserve, utilizing a highly interpretive model will

showcase why and how the Mi’kmaq came to utilize this region’s coast for their

people to thrive. Incorporating traditional seafood and traditional methods of

cooking will offer visitors opportunities to participate in something truly unique

and authentic.

Cruising rivers and quiet coastal waterways

Sea kayaking to view marine wildlife habitats or rural coastal communities

Fishing on coastal ocean tours or oyster shucking then preparing the

catch traditional way on beach.


52

The following early implementation steps are proposed as part of the First Nations –

Mi’kmaq sustainable Tourism Initiative:

Community Consultation – To be carried out with the Mi’kmaq community

to facilitate ownership of the tourism initiative.

First Nations Mi’kmaq Tourism Development Plan – This plan will set out a

roadmap for sustainable tourism development.

Best practice Familiarization Trip – Following the community consultation

process, and in advance of preparation of Tourism Development Plan,

undertake familiarization trip to examine best practice examples of

sustainable tourism in other First Nations communities in Canada and USA.

WATERFRONT DEVELOPMENT INITIATIVE

Charlottetown is a very attractive city. Its coastal setting, distinctive architecture

and critical mass of facilities, make it one of PEI’s primary tourism assets. An

opportunity also exists to establish Charlottetown as a ‘must see’ provincial

capital destination and ‘hub’ for the full portfolio of tourism experiences offered

by PEI. PEI also has a number of other coastal communities which contribute to

the destination’s unique appeal.

However, more can be done to capitalize on Charlottetown and PEI’s other

coastal communities (i.e. City of Summerside, Georgetown and Victoria) for the

benefit of residents and the wider PEI community. Across the globe, visitors are

attracted to destinations that can offer attractive waterfront vistas. Through the

Waterfront Development Initiative, the appeal of PEI’s coastal towns can be

further enhanced by fully capitalizing on their location and maritime setting.


53

Charlottetown and PEI’s other coastal communities will be key hubs on the PEI

Coastal Circuit. It is the rich variety of things to see and do in reasonably

compact, interesting, and attractive environment that make urban waterfronts

so attractive to tourists.

A continued and concentrated effort is needed to improve and maintain the

physical waterfront settings of Charlottetown and PEI’s other coastal towns.

The following implementation steps are proposed to capitalize on the

waterfront setting of Charlottetown and PEI’s main coastal towns:

Pedestrianization Access and Circulation – Reuniting town centres with the

waterfront requires innovative thinking. Strong linkages can be developed

through the provision of pedestrian routes and/or the pedestrianization of

certain streets. Traffic calming, through the provision of bridges and high level

walkways are other measures that can be considered.

Things to do – Day and Night – The blend of things to see and do has to be

sufficiently attractive to attract visitors to PEI’s urban waterfronts and

encourage then to return in the evening. All major coastal towns in PEI should

be encouraged to build up a portfolio of ‘things to see and do’ on their

waterfronts including:

o Maritime events/seafood festivals

o Boat trips/water taxis

o Soft adventure activities (sailing, fishing etc.)

o New product development

Zoning of Strategic Waterfront Sites – The zoning of Charlottetown’s waterfront

and that of other coastal towns for tourism and leisure use is recommended.

Such zoning should take into consideration visitor car parking and access, and

opportunities for retail, restaurant and soft adventure activity provision.

CONFEDERATION TRAIL - FACILITY AND LINKAGE DEVELOPMENT INITIATIVE


54

The Confederation Trail11 is PEI’s portion of the Trans Canada Trail. The trail, which

substantially follows the route of the former railway line, offers 435 kilometers of

walking and cycling from one end of the island to the other (from ‘Tip to Tip’). It

is also a popular snowmobile route during winter months.

Significant investment has taken place in trail infrastructure over the past two

decades including the provision of a rolled stone dust surface and signage.

The Confederation Trail is a tremendous asset. As an ‘Island wide’ initiative, it

has the potential to incorporate and link with other tourism products,

experiences and locations. In contrast to the proposed flagship project – the

PEI Coastal Trail, the Confederation Trail cuts through many inland rural parts of

the island. It therefore has the potential to play an important role in the spatial

development of tourism in PEI.

11 www.tourismpei.com/pei-confederation-trail


55

Confederation Trail12

12 Not definitive listing; example of attractions and trails to be featured


56

In addition to the Confederation Trail, PEI has a number of other interesting trail

systems offering a variety of non-motorized trail use including cycling, mountain-

biking, running, walking, hiking, horseback riding, cross-country skiing and

snowshoeing. One such example is the North Shore Cycling Trails. In a number

of cases, these other trails are linked to the Confederation Trail as is the case

with the Gairloch Road Trail.

Scope exists to encourage and support the development of facilities for cyclists

and walkers (i.e. cycle hire shops, specialist outfitters). Cyclists can venture off

the trail and explore the island. There is a need for appropriate safety measures

to be put in place including signage and dedicated cycle lanes on roads.

The following implementation steps are proposed:

Linkage Development – A Confederation Trail Facility and Linkage

Development Initiative is proposed to enhance the trail as a significant

tourism asset for the island. This can be achieved through a range of

interventions including the creation of new looped trails and spurs to

towns, villages and other trails, and places of interest along the trail and

by extending the range of visitor information and interpretative panels at

key points along the trail.

Visitor Information - Implement visitor information and interpretative

signage program

Visitor Safety - Review existing and implement new safety measures

Marketing Campaign - Implement marketing campaign to promote the

Confederation Trail as a safe off-road cycle trail and as an alternative

means of exploring PEI’s rural island culture.


57

JUNE/SPRING INITIATIVE

An opportunity exists to ‘kick-start’ the tourism season earlier than is currently the

case by establishing an island wide June/Spring Initiative. Such an initiative would

build on the success of existing initiatives such as the Festival of Small Halls and

require the support of all major stakeholders, including the cultural heritage and

arts community, fishermen, restaurant owners, and accommodation providers.

The June/Spring Initiative is an incremental initiative designed to bring additional

tourism business to PEI in the early shoulder months. This initiative will not be

undertaken at the expense of the peak season (July August) or the momentum

built in the Fall and will therefore require incremental funding (both product

development and marketing).

In addition to providing seasonal extension, the establishment of a June/Spring

Initiative would also underpin PEI’s positioning as a vibrant island destination with

a strong music and seafood offer.

However, many of PEI’s tourist attractions, retail outlets and parks are closed

during the shoulder months. Unless this issue is addressed, measures aimed at

attracting visitors in June/Spring are unlikely to achieve optimum effectiveness

and could result in visitor dissatisfaction.

The rationale for extending PEI’s tourism season into Spring/the early shoulder

months is obvious. The June/Spring Initiative proposes a number of interventions

designed to attract incremental tourism business to the island.

The following represents a range of interventions proposed under the June/Spring

Initiative:

PEI Open for Business Program: Seek co-operation of key public and

private stakeholders to extend opening hours during the early shoulder

months. It would be particularly important that key attractions such as

‘Anne of Green Gables’ and PEI National Park are open for business at this

time.

Canada Fleadh Cheoil and Celtic Music Fiddling Festival: PEI has less

immediate visibility for Scottish Highland themed events than Cape Breton

- Nova Scotia and for Acadian themes to New Brunswick. But it does have

a potential headstart where Irish Celtic connections and music is

concerned. In Ireland, the Fleadh Cheoils (loosely translated as Festival of

Folk Music) held through the Summer bring thousands of people to small

communities to enjoy street music and more formal competitions. There is

an opportunity for PEI to become the permanent location for Fleadh

Cheoil Canada in say, late June, which could run alongside a Celtic

Fiddling Festival enabling some Irish, Scottish, Acadian and even Breton

fusion.


58

Craft and Hobby Learning Experiences: PEI needs to expand its range of

“things to do” for the non-family market. The substantial number of skilled

artisan food and arts and crafts practitioners, both indigenous and recent

settlers on the island, provides a splendid opportunity to build an attractive

tourism product around weekend or week-long learning experiences.

Acadian Musical Banquet: The development of new product within the

French-speaking Evangeline region should look to employ distinct

Acadian style cooking as a centre-piece of a participative style banquet

where vistors also have the opportunity to engage in some simple folk

dancing. This could be inspired by the outdoor fest-noz type event in

Brittany where visitors can particpate in a community outdoor meal as

part of an evening listening to folk (Acadian) music and (for the more

active and adventurous) participating in folk dancing.

Calendar of Sports Events: Existing events would benefit from being

presented and packaged as complementary happenings to some new

and very exciting innovative events. For example, following the incredible

success and sky rocketing viewership of Beach Volleyball at the Rio

Olympics and abundance of beach/sand product PEI should become

known as Canada’s Beach Volleyball destination. PEI could, if future

research supports the idea, host all the national qualifying tournaments

(which for the recent Olympics took place in downtown Toronto on sand

that had been shipped in) for every international beach volleyball

championship.


59

Meetings and Conventions: The meetings and conventions marketing

initiative is strategic. It has the potential to attract new high spending

business tourists during the June/Spring period. Sustained funding for MICE

marketing and improved air access will be required to realize this

potential.


60

CULINARY TOURISM

Along with its maritime setting and culture, (sea)food is one of PEI’s primary

attributes as a tourism destination.13 Confirmation of PEI’s standing as a

destination with a strong food offer is evident from the responses to the survey

of travel trade conducted by TDI in PEI’s main markets in June 2016.

Gastronomy is a key driver in the development of cultural tourism.14 It is driven

by an increasingly affluent, adventurous and well informed customer seeking

authenticity, sustainability and higher quality experiences.

The Culinary Tourism Initiative aims to build on previous successful food-related

initiatives in PEI (i.e. True Island Flavours Campaign; Fall Flavours). The initiative

consists of a number of interlinked cross-sectoral elements aimed at raising

local and industry awareness of the importance of developing a unique PEI

culinary tourism product. A key objective will involve the implementation of

actions to promote market awareness and to raise and maintain consistent

quality and presentation standards across the island. A challenge where food

and dining is concerned is to make available some of the quality and breadth

of dining experiences present in Charlottetown in other parts of the island.

13 https://www.tourismpei.com/pei-culinary-trail

14 http://www.charlestonculinarytours.com/


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Tourists demand food, which emphasize the heritage of the host community.

Culinary tourism is not an end in itself, but can help create increased local

employment opportunities and support rural development through the

production of specialist food products.

Three actions are proposed for this initiative:

Food Tourism Product Development Plan: The Food Island Partnership

Strategic Plan 2015 aspires to see PEI develop as a food tourism

destination. Building on the growing brand as Canada’s Food Island and

other initiatives, a Food Tourism Product Development Plan is proposed.

‘Reap and Reward Yourself’ Food Tourism Experience: The food tourism

experience where culinary tourists participate in a day-long (or greater)

activity of sourcing, preparing and eating a high quality meal is already

offered by a handful of innovative chef-entrepreneurs on the island. The

key to further exploitation of, and innovation in, this food tourism

experience lies in active engagement by artisan food industry interests,

particularly those who have “hands on” experience of similar innovation

outside the island. Thereafter it will be important to undertake some

branding development for the offering.

Switch Emphasis on Event Creation: Virtually all hospitality industry-led

event creation in receipt of any form of assistance from public funds in

PEI should have food and culinary experiences as an integral part of the

offering.


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Prince Edward County

In PEC Food Tourism or Culinary Tourism is defined as “any tourism experience in which

one learns about, appreciates, and/or consumes food and drink that reflects the

local, regional or national cuisine, heritage, culture, tradition or culinary techniques of

that region”. Highlighting the regionally specific assets created Unique Selling Points

that can then be competitively marketed to consumers.

PEC flourishes in culinary tourism with the PEC Taste Trail, Harvest in the County,

Countylicious and various wine and food festivals and events.

Over the past few years PEC has successfully attracted many artisanal food and

beverage businesses and has packaged culinary tourism products with local cultural

businesses and entities. Taste the County (PEC’S DMO) works closely with Ontario’s

provincial culinary tourism association, OCTA. Taste the County has moved forward

with Phase One of OCTA’s Product Development Cycle which includes an inventory

of current culinary tourism products, a culinary tourism GAP analysis and an

assessment of new culinary tourism product opportunities across the region.

Recent success has PEC was coined the Gastronomic Capital of Ontario by the Globe

and Mail proof that ‘The County’s’ longstanding commitment to local food has paid

off.

The Taste Trail includes visits

to local artisan shops and

farmers markets to

discover handcrafted

preserves and locally

grown goodness, visits to

cideries, breweries, or ice-

creameries, and visits to

wineries. Restaurants also

featured in the Taste Trail.

Taste Community Grown is a wine and culinary

festivals and a gathering of the best food and

drink purveyors the area has to offer, all in one

place.

The festival features local restaurants, wineries

and cideries, offers edutainment seminars,

competitions between local chefs etc.

Countylicious is a twice-annual celebration

of fine dining in Prince Edward County

featuring prix fixe menus from local

participating restaurants. Chefs have

created unique three-course, County-

inspired dinner menus consisting of an

appetizer, entrée, and dessert offered at $40

per person


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5.3. Pillar 3 - PEI - Market Positioning and Communications

5.3.1. Introduction

For various reasons outlined in the Situation Analysis, the level of utilization of tourist

accommodation (in particular year-round occupancy) and facilities within the PEI

tourism industry is too low. Increasing the industry’s productivity through marketing is

therefore an important objective.

To reach a goal of increased value creation and productivity, it is important that

public funding is allocated in an effective and targeted fashion. At present, there is

much duplication of effort and the messages being promoted about the Island:

Charlottetown, conferences, golf, events and other aspects present a multi-faceted

product, but can also be confusing. In the highly competitive North American tourism

market, there is a need to communicate a stronger, clearer message about the

Prince Edward Island experience. Off-the-beaten-path destinations have seen a

surge in bookings in 201615 while traditional tours to many cities have fallen off. There

is an opportunity to be captured.

Secondly, the way in which PEI is marketed needs to adapt: In fact, looking to the

next five years, it is certain that the way PEI markets itself must change fundamentally.

This is not because what has been done in the past is not sufficient, but rather it is

because tourism destination marketing, and the consumer, are changing at a rapidly

accelerating pace. The channels used for gathering information and making

bookings are no longer those used in the past. The method in which travellers

research and select destinations has changed dramatically:

They use websites and mobile apps for sites like TripAdvisor or Booking.com to

research destinations and to choose and book hotels.

They seek out unusual cafes on Instagram instead of guidebooks, and read

Yelp reviews to select a restaurant on their walk there.

Business travellers and families are increasingly using Airbnb rather than hotels

due to the local experience, booking convenience, and overall ambiance.

This is a possible trend to watch closely.

Visitors are relying on on-demand ride apps like Uber and Lyft instead of taxis

and public transportation. Some are rejecting rides altogether for platforms

like Spinlister16 where they can rent a bike from a local.

Tourists are skipping big bus tours in favour of neighbourhood tours led by local

professors or students in a certain area. There has been double digit growth in

the past three years on PEI and many tours businesses anticipate this trend to

continue.

15 <https://skift.com/2016/05/31/tour-operator-booking-patterns-are-going-through-a-seismic-shift-in-2016/>

16 www.spinlister.com

https://www.spinlister.com/


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Some Foodies are rejecting restaurants in favour of services like EatWith17

where they can join a local dinner party in someone’s home, or

KitchenSurfing18 where a chef comes directly to their apartment rental.

Travellers are consuming content online, created by their peers and smart

brands, rather than relying solely on glossy magazines, and definitely no longer

relying on official tourist brochures.

Both the tourism authorities and the business sector must act to anticipate these

changes over the next five years, and rapidly turn around to invest in meeting the

new challenges and opportunities they present.

In order to grow PEI’s tourism market share and strengthen its position as an attractive

tourism destination, it is imperative that Visit PEI is present and focussed in the markets

and in the channels where tourists actually seek inspiration for, and information

about, their travel. At present a significant amount of marketing resources are

absorbed in print, much of it more to do with on-Island visitor-servicing rather than

marketing. Effectively significant marketing resources are being sub optimally used

on outdated practices, and the skills needed to adapt to future marketing are not

being developed. This must change.

Then there is competition. The markets which the Island serves are constantly being

exposed to more sophisticated and targeted marketing by other destinations. With

this multiplicity of choice, visitors are increasingly seeking experiences rather than

destinations. They are becoming less predictable and take on different roles in

different situations. To meet these challenges, Visit PEI needs to be a flexible and

significantly up-skilled destination marketing organisation.

In order to be more visible and get the best return on investment, Visit PEI needs to

better understand different target groups' needs;

communicate clear, strong messages about the Island experience(s)

consistently over time; and

establish more effective and relevant distribution and sales channels,

including using user-generated content to maximum advantage.

17 www.eatwith.com 18 www.kitchensurfing.com

http://www.eatwith.com/

https://www.kitchensurfing.com/new-york


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5.3.2. Marketing Objectives

Based on the Situation Analysis developed by TDI, the following marketing objectives

are recommended for Visit PEI for the next five years:

1. Improve the Island’s value proposition and industry productivity by

repositioning from a largely summer destination to a wider, experiential

product offering covering a longer season

2. Increase the desire, intention and delivery of travel to PEI in key market

segments using branding and social media to communicate clear and

positive stories designed to meet consumer needs

3. Increase sales opportunities for commercial partners selling the Island through

well researched campaigns, making it easy for customers to choose PEI

through the most favourable communication channels and partners

4. Increase access options by targeting additional air and cruise traffic

Delivering these objectives will require:

a refocussing of the use of marketing resources to remove duplication

and confusion;

an increase in marketing resources; and

parallel intensive product development and investment in service quality.


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5.3.3. Strategic Marketing Principles

Product

To increase the industry’s productivity, it is necessary to market with a view to

increasing occupancy and adding value, thus enabling the industry to earn more for

longer. This means concentrating on products which will

Raise the positive profile of the Island

Increase the length of stay and the length of the tourist season

Earn the most revenue for the Island

Consolidated product clusters, and new product when it is developed, will therefore

be featured. New product development opportunities which may have growth

potential once the product is developed are outlined at 5.2. These include:

A round-island coastal touring route – PEI Coastal Circuit (existing and

expanded car touring segments)

A June/Spring initiative including music and events based initiative, (new

segments of music lovers and event participants and supporters)

More activity products (Canada/North East USA activity segments)

Culinary tourism

Visit PEI will therefore promote the breadth of its market-ready tourism product: This

includes large and small companies offering a quality service, and local government

investors that offer products that fulfil customers’ needs. Particularly important will be

those receiving positive feedback from consumers on influential on-line user-

generated reviews which can reinforce Visit PEI marketing.

Visit PEI will also increasingly focus on the companies and destinations that follow the

principles of sustainability and which can help to build the island’s desired image for

tourism.


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Place

Visit PEI needs to be close to its most important markets and grow its exposure.

Primarily this means continuing to focus on Atlantic Canada, Ontario and Quebec

and the North Eastern United States. Within these target regions priority will be given

to those urban centres with good access links, and with the potential to increase

access. Visit PEI’s target markets for the next five years will remain focussed as follows:

New Brunswick and Nova Scotia

Canadian cities (primarily in Québec and Ontario)

New England and mid-Atlantic US states

Wider special interest markets (meetings & conventions, cruise, golf,

Japan (Anne of Green Gables) etc.) where relevant and cost effective.

Special interest markets for new product – for example Irish music – will

also be targeted as the product is developed.

International marketing through leveraged partnerships (ex. Destination

Canada, Federal and Provincial Governments, ACTP, etc)

For most of these markets Visit PEI can offer these consumers a very attractive product

based around escaping from urban living with clean air, good food, superb beaches,

relaxation and rediscovery of a different, rural and Island world.

Presence in these prioritised markets needs to be strengthened, especially on-line

where up to 90% of consumers now seek travel information.19 This is important in order

to secure valuable tourists and value creation for the PEI tourism industry.

Price

The pricing of the product is a matter for the business sector and is driven by the

competitive environment. The Island however is characterised by the following:

Short, limited seasons during which high prices are often charged.

Fragmented sales and marketing, with a shortage of packaged options

Numerous small units with limited resources.

A low degree of marketing refinement in many small businesses.

Few professional investors and limited capital and marketing resources.

In these circumstances Visit PEI has to play a very important role in adding value to

the product by raising the positive profile of the Island, and by creating and

facilitating platforms through which individual small businesses can sell directly. To do

this, the marketing strategy should help ensure that the Island’s tourism product-

presence is maximised on popular websites, apps, booking engines and social media

sites.

19 Source: Fáilte Ireland


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Exploiting electronic solutions for booking and payment are therefore vital elements

in maintaining and increasing customer motivation to choose PEI; and e-business

enabling is a critical need on the Island. Many of the island’s micro and small

businesses still need assistance to develop attractive websites and conduct their own

marketing.20

5.3.4. Market Positioning

Based on UNWTO’s Handbook for Tourism Destination Branding, and consultations

with TPEI, TDI has applied a staged process to suggest an indicative brand concept

and positioning statement to help achieve PEI’s marketing objectives:

Rational Attributes

PEI’s main tourism assets at present are as follows:

island location – authenticity

beaches and bays

fresh food from land and seas, exploiting the growing Canada’s Food

Island Brand

safe & family-friendly

rich in arts, culture, and history

countryside, historic towns and vernacular architecture

automobile touring

golf

new conference & cruise destination

proximity of assets and lessened commute allows tourist more bang for

their time and vacation dollars

Emotional benefits

The emotional out-take of visitors21 is likely to centre around an experience which

offers:

A place of rejuvenation; safe, beaches & water based activity, trails and

touring, culinary delights, Island experience, feeling of warmth and

welcome and enrichment. Adventure awaits.

20 This needs to be a key priority for the grant-aiding bodies responsible for business support. 21 Ideally a more detailed market research process should inform these assumptions.


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Brand Positioning

The brand proposition experience (to be refined and developed by a specialist

branding agency) is therefore suggested as:

Brand personality

In comparison with its competitors in the Atlantic Provinces, the following features

can be described as truly unique about PEI:

authentic people and experiences

a place of rejuvenation

charming towns, villages and small cities

Brand Properties

Red soil and cliffs

Beaches that are unique in colour and composition

Rolling hills and bucolic landscape gently leading to the sea

province is an Island

Unique Selling Point

PEI’s “islandness”. There are very few places that can compete with the Prince

Edward Island experience. Many tourism destinations have golf, culinary and

beaches, but they don’t have the complete PEI effect that goes beyond that single

activity. It is the people, the scenery, the authenticity and the ability to have it all

within easy reach, along with the feeling of rejuvenation you experience while here.

Best food and beaches in Canada along the Island coastline

Home of Anne of Green Gables

Unique island landscape and views - red cliffs and rolling hills. North Cape

rock reef is longest in North America

Charlottetown: vibrant capital city on the waterfront and birthplace of

Canadian Confederation

Spirit of the Islanders

Prince Edward Island is small in size but incredibly abundant in stunning

sceneries, outdoor activities, culinary delights, cultural product, friendly people

and authentic experiences. Its size is one of this Island’s greatest assets – you are

never far away from your next adventure!


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Demand Generators

Coastal – beaches, natural splendor, rolling hills with ocean views

Culinary – known as Canada’s Food Island

Golf and outdoor adventure

Culture – music, arts, theatre

Brand essence

The core values giving PEI its essential nature, experience and character are:

Island & islanders

Refreshing, natural & unspoilt

Wholesome & delicious

Compact, easy, safe

Nostalgia (rural)

Repository of Canadiana

Visit PEI will strive to sell the benefits, rather than features of these core brand values.

It will not just show potential visitors what they will see when they get to the Island;

rather it will help them feel what they will keep with them when they get back home.

A stronger tourism brand will help PEI compete in the global marketplace. A well-

articulated branding strategy will be needed covering all communication channels

and touch-points. The brand must reflect what PEI currently is and also inspire what it

can be in the future. In this branding process, the tourism industry cannot be passive

beneficiaries but are active partners and co‐producers of the tourism goods, services

and policies, and are those that deliver the brand promise. The value of tourism thus


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becomes far more than bednights and revenues: it will inspire local pride, inward

investment and a sense of place.

Promotion

To enable the Island to get the best return on its investment, it is vital that all tourism

marketing communicates in a clear, recognisable and consistent way that fulfils

tourists’ needs and interests across all channels and touch points, regardless of which

region or product is being promoted. These include a mixture of B2B (business-to-

business) and B2C (business-to-consumer) actions.

Recent years have seen a significant increase in PEI marketing messages and

marketing groups (sometimes grant-driven): but it has never been more important for

the Island Province to communicate in a clear, consistent way. Competition for

customers is stronger and consumers are exposed to more commercial messages

than ever before. In order to ensure consistency and effectiveness in all PEI tourism

marketing communication, it is recommended that all off-island marketing activities

should follow well researched guidelines for branding Prince Edward Island as a tourist

destination and the relevant communication concepts of these brand delivery

guidelines.

However as noted above, the way tourism marketing takes place is changing

fundamentally and Visit PEI must be ahead of this game. For example 25% of

Generation Z22 abandoned Facebook back in 201423: The next generation of tourism

consumers spend most of their time looking for content on social media instead of

social networking. In addition the Internet of Things is rapidly advancing, and will

increasingly track individual behaviour and travel.24 Apps like YouTube and Instagram

are now critical for tourism marketing, and further change is on the way. We are

seeing the rise of a generation that does not only share tourism experiences, but

creates images of them contributing significantly to brand perception. The new

consumers want to contribute to the conversation and be part of it.

22 Generation Z is the generation formed by 8 to 18-year-olds born between 1998 and 2008. Within the 2017-2021

timeframe they will have the full disposable income to travel. 23 <https://www.globalmessaging.co.uk/index.php/beyond-facebook-market-new-generation/> 24 Electronic data gathering and processing which does not require human-to-human or human-to-computer

contact


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Visit PEI like any state-of-the-art tourism destination now needs to facilitate user-

generated content, as well as delivering constantly changing and improving content

about the Island.

Connectivity is also fundamental of tourism marketing: It must be a given, not a

variable. Being connected at every stage of their trip is becoming a must for both

tomorrow’s and today’s consumers: This creates enormous marketing potential, as

well as challenges for ensuring constant product quality. As part of product

development, PEIs touring routes and attractions, as well as accommodation, will

need to develop electronic information points and Instagram stations.

The promotional strategy of Visit PEI thus must ensure that the Island is perceived as

an attractive, unique and relevant destination in all relevant digital and terrestrial

channels that consumers use to seek information and gain inspiration.

The promotional mix should include the following key channels:

Going fully digital (mostly B2C but also B2B)

Visit PEI needs to move the Island’s marketing from print to the digital age. This

is essential because many visitors are already always online, gathering and

sharing information through social media. Today younger people

(Generations Y and Z)25 represent 16.5% of the Canadian population and they

are growing in both proportion and buying power.26

Visit PEI marketing should work to present a strong story-based brand image,

and also to offer customers a digital presence via tourism websites and in other

important digital channels: Visit PEI should create its own content but also

gather and distribute good quality external content. Print production to

service existing customers should become primarily a regional and/or industry

function. Print production for specific promotions should continue, but on a

greatly reduced scale.

25 Generation Y represents 18-28 year old and makes up 13% of the Canadian population: These people almost

entirely use social media for travel advice and book on-line. 26 Statistics Canada


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Visit PEI needs to display the diversity in the Island travel offering, and make it

easy for tourists to choose sustainable options. All content should be tailored

to communicate brand stories based on tourists’ needs and interests.

Prior to their trip, visitors will have easy access to interesting, spectacular

and helpful on-line content and services making it easy for them to

choose PEI.

During their stay, information will be available via mobile devices and by

following the digital buzz, Visit PEI should identify possibilities and problems

that visitors might encounter.

Visit PEI marketing should encourage visitors to share their experiences on-

line both during and after their visit.

Building PR (mostly B2C but also B2B)

Visit PEI can be a driving force for ambitious PR work. PR work should remain

an important part of the marketing mix in the Island’s prioritised markets.

Independent editorial coverage through printed articles, on-line blogs and

features, TV and radio programmes can continue to give PEI tourism products

and businesses valuable visibility in national and international media. Visit PEI

should have an ambitious approach to PR with dedicated PR Officers for all

prioritised markets. They will have expert knowledge about the local media

landscape and an excellent network making it possible to attract significant

attention to PEI and its travel products.

Visit PEI should build networks and establish relationships with the local

distribution chain and work actively with the Canadian and USA press and

media in order to gain positive editorial coverage for PEI.

Special interest channels (a mix of B2B and B2C)

Special interest marketing will also be a focus with wider reach where

appropriate, for example:

to enable the Convention Bureau to target specific meetings which might

take place in PEI;

to target cruise line itinerary planners;

golfers in Canada and the North East USA;

targeting lovers of Irish and other Celtic music for a new high profile

festival; and

in Japan to attract Lucy Maud Montgomery fans.

Visit PEI should support special interest marketing initiatives for selected

products, and in return see product marketing groups adopt and support

overall branded marketing for the Island.

Trade contacts (B2B)

In order to encourage more tourists to choose PEI as a holiday destination it is

imperative to have good trade contacts and a broad, local distribution


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network. Visit PEI and product marketing groups already have an extensive

network, but Visit PEI needs to work to strengthen and develop it by adding

new operators, travel agents, destination management companies (DMCs)

and on-line travel agents (OTAs). Visit PEI should also work with other relevant

distribution networks that will make travel products more accessible in our

prioritised markets.

Meetings and conventions networks (B2B)

Meetings and Conventions will continue to be seen as an effective arena for

attracting new tourists to PEI and for addressing the Island’s severe seasonality.

In 2014 39% of meetings/conventions booked were regional, 51% national, and

10% international27: This illustrates the potential.

MICE marketing through direct sales, workshops, trade events and

international trade fairs will continue to be important touch points for the

island. The Canadian and international meetings industry should continue to

be tracked and receive direct follow up. Specialist MICE marketing should be

strengthened and the Convention Bureau will further develop its specialist role,

including more active assistance to PEI-originating members of associations

who can pay an ambassadorial or lobbying role in attracting meetings to the

island. The overall image of PEI as a tourism destination is boosted every time

a meeting or convention is held on the Island. Arrangements can also be

made to re-market to convention delegates to attract them back as leisure

visitors, and for them to become on-line ambassadors for PEI.

Partnership channels (B2C)

Visit PEI should also strengthen the Island’s reputation by developing stronger

partnerships with other export industries in particular agriculture and fisheries.

PEI’s overall good food reputation has an effect on how the Island is perceived

as a travel destination, and this key asset needs to be highlighted.

Partner marketing campaigns should continue to make it easier to choose PEI.

Visit PEI should work with existing and new partners who can focus on creating

awareness of PEI as a travel destination among target groups that are likely

visit.

Through campaigns Visit PEI can highlight experiences, activities and

destinations that are relevant and attractive to the Island’s target groups and

that stand out from comparable experiences elsewhere. The campaigns

ought to be designed to strengthen the industry’s own sales and marketing

activities through maximising on-line links.

27 Meetings & Conventions PEI


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Visit PEI should work more closely with commercial partners with sellable

products that transport tourists to PEI and nearby destinations. Visit PEI needs

to develop close, long-term relationships with partners to develop creative

solutions and communication strategies. This is imperative to ensure that core

messages are communicated and that PEI has a clearer and more prominent

position amongst target groups, regardless of which products are marketed or

which channels are used.

Visit PEI will work closely with activity providers who can deliver strong product

for the tourists when they are here, including water-based sports, cycling tours

and golf. The Island’s activity products vary greatly both geographically and

seasonally and through the various products on offer. These variations will be

used to contribute to making PEI an exciting destination, but also provide

challenges which need to be addressed through product development,

particularly outside the high season.

Visit PEI should engage specialist marketing agencies to deliver high quality, target-

driven campaigns in accordance with best practice in North America.


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5.4. Pillar 4 - Access and Infrastructural Facilitation

The island’s success as a tourism destination is critically impacted by a number of

factors which are to a greater or lesser extent outside the direct control of the

hospitality and tourism sector itself. Nonetheless it is vital that tourism interests make

clear recommendations and seek to shape policy on these key matters. Such matters

include access and infrastructure and human resources.

As an island destination, the key element of infrastructure impacting PEI tourism is the

access transport network.

PEI is now, and will remain for the foreseeable future, a “rubber-tire” destination.

Allowing visitors to drive non-stop directly to the island in 1997 with the opening of the

Confederation Bridge was a game-changer for the industry. However the bridge is

not now, in our view, delivering to its maximum potential. There is scope for more

innovative pricing involving cooperation between the bridge operators and other

product suppliers.

From a number of viewpoints, continued (and expanded) operation of the ferry

service from Nova Scotia is also critical to the island’s tourism success. Reputational

damage has already been done by the unreliability of this service during periods in

summer 2016. Without an assured ferry link touring traffic to the Maritimes from further

afield will often miss out on visiting PEI, while the presence of the ferry also assists

regional distribution within the island. It is a priority that the industry, as a whole, lobby

strongly and effectively in this regard.

The internal road network in the island is of very high quality, with only minor

“tweaking” necessary in the short term. The provision of lay-by viewing points or “look

outs” is, however, rather uneven. This is an aspect on which investment will be

required as a core element in the development of the PEI Coastal Circuit.


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A continued barrier to development and to efficient promotion and marketing is the

poor or non-existent quality of broadband and cell-phone services in parts of the

island. This is of common concern to many other small and medium enterprises in

other economic sectors also. Unified campaigning in this regard needs to come to

the fore.

With regard to the all-important question of air

access, 2016 has witnessed positive developments

with overall capacity increasing by 18% compared

to 2015. It is important that the industry

communicates the significant additional potential

which can be delivered in segments such as

meetings and conventions if additional jet services

and more traveller-friendly schedules can be

achieved.

Air access development has been identified as a priority by the Premier’s office. In

terms of growing market demand and thus carrier interest, at a total community level,

PEI has much to gain from creating more “pull” factors to incite its large diaspora to

visit the island more frequently. VFR travel has often been the bedrock on which new

leisure travel-oriented air services expand. Homecoming festivals, more high profile

sporting events and other celebrations have a big role to play in enticing the

diaspora back more frequently.


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5.5. Pillar 5 - Human Resource Priorities

Policy relating to the labour market is determined principally at Federal government

level and is sometimes seen as not something which an industry sector at local or

provincial level can greatly influence. TIAPEI’s own 2014 Strategic Business Plan

eloquently addresses a key difficulty faced by the PEI tourism industry when it states

that “The high employee turnover across the sector and province impacts the quality

of service provided”.

The priorities identified in that 2014 document continue to require implementation.

They are listed below:

Deliver self-funded quality service, amenities and experience programs

such as Visitor Satisfaction Program (referred to as Your Atlantic

Experience) working with TIAPEI funding partners

Educate employers of the importance of training and certification

programs

Promote training and certification programs (e.g. WorldHost, emerit) for

employers and employees to increase the professionalism of tourism in

PEI. Implement initiatives to support the professionalization of tourism in

Prince Edward Island

Support industry with recruitment, retention, and succession planning

through job fairs, advisory services, and other initiatives

Secure funds to implement key initiatives and priority recommendations

identified in the Prince Edward Island Tourism Human Resource Strategy

(2013) commissioned by TIAPEI and access industry and internal expertise

to initiate activities that require little financial resources, such as setting up

informal mentoring supports for new operators

It is recommended that they become ever more central to TIAPEI’s role and activities

in cooperation with the provincial Department of Workforce and Advanced

Learning. A major priority is to provide continuous training in digital marketing to the

Small and Medium Enterprise sector where skill gaps continue to hamper effective

marketing.

Potential entrants to the hospitality labour force need to be more actively and

specifically targeted and assisted by selective programmes. The island could also

benefit from a greater involvement of older people in the industry. This could be

encouraged by providing some form of tax break or fiscal incentive to over 55s who

work as tourism/hospitality sector employees for a minimum of three months annually.

PEI is missing out on the opportunity used by many seasonal resort areas in the USA to

employ European students who do not return to college until late September.

Modifying the rules of the International Experience Canada (IEC) programme, which

grants working holiday visas to foreign students, to provide a quota specifically for

candidates prepared to work until a specified September date in the PEI hospitality


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industry is one example of an initiative which could be sought. This would need to be

accompanied by employers reserving or allocating suitable accommodation to

incoming students.

The island is also in danger of losing much of the appeal emanating from the close

ownership involvement of islanders of many generations in product ownership and

the enriching personal contact which visitors experience in family businesses.

Succession planning within many of the smaller-scale hospitality businesses in rural

areas needs to be promoted via a tax code or other adjustment to encourage the

continuance of family businesses.


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6. Goals and Targets

6.1. Goals

The overall goal in setting out this strategy is that PEI will lead Atlantic Canada in

sustainable tourism growth and development. Aligned to this, specific goals are also

being set for each of the five key pillars. These can be expressed as follows:

Leadership: Create a stronger voice for tourism that inspires greater

industry engagement, aligns and strengthens research, marketing, and

product development, and reduces regulatory and administrative

burdens within the industry.

Marketing: Communicate clearly and effectively to a well-defined target

audience with campaigns which are sufficiently and securely funded.

Product: Create visitor experiences capable of playing a key role in

differentiating PEI as a unique and distinctive island destination with focus

in key areas of soft-adventure, nature-based, culinary, and indigenous

product and supports the clustering of product.

Access: Ensure healthy access to the province (air, ferry and bridge) and

supporting infrastructure for safe transportation throughout the province.

Ensure adequate financing for start-up, expansion and modernization of

SMEs.

Labour: Ensure a committed, skilled and professional industry leadership

and workforce to professionally supply peak requirements and support

shoulder season expansion.

6.2. Targets

Tourism to Prince Edward Island has been growing at a steady but unspectacular

pace over the past decade. Based on the statistical estimates for 2016 (1.5 million

visitors spending, who along with PEI resident tourists spent approximately $430

million) cumulative growth rates have been averaging just over 2% per annum in

visitor numbers and 2.1% in revenue.

The mechanics of data gathering mean that the visitor number figure is more readily

available and carries a greater degree of statistical confidence than the revenue

figure. However, from an industry viewpoint, the more pertinent metrics are likely to

be the occupancy rates achieved and the corresponding yields or revenue per

available unit.


81

Occupancy data are collected in a timely and consistent fashion on the island and

are comparable to occupancy data similarly collected in some other Canadian

provinces. In 2015 average annual occupancy for fixed roof units on the island was

44%. However, revenue per available bedroom/unit is not available on a similar

province-wide basis. In setting targets it is important that they be both challenging

and achievable. They also need to be memorable and based upon the delivery of

the key elements of the strategy outlined.

With regard to the absolute volume targets, TDI believes that a revitalised industry

with a richer and more varied product backed up by best-in-class marketing can

realistically seek to add at least a percentage point to its annual growth

percentages. In such a progressive scenario, a target of some 1.75 million visitors by

2021 represents cumulative growth of some 3% annually over the 2016-2021 period

and an additional 250,000 visitors to the island. Where revenue is concerned, the

forecast 2016 outcome should be targeted to grow by $80 million to some $510

million. This represents an annual yield improvement cumulatively of 3.5%.

Figure 9: Targets (Million Visitors)

Subject to full implementation of the recommendations set-out in this strategic plan,

a more ambitious ‘stretch’ scenario could be achievable. This stretch scenario would

assume a 4% annual growth in visitor numbers and 5% annual growth in visitor

revenue. In this scenario, a target of 1.85 million visitors by 2021would yield 350,000

additional visitors and some $120 million in additional revenue.

1.50 1.55 1.60 1.64 1.691.75

1.501.56

1.631.69

1.761.85

2016 2017 2018 2019 2020 2021



82

Figure 10: Target ($ Million)

Finally, from the key perspective of the accommodation operators, PEI should target

an improvement in average annual fixed roof occupancy from 44% (2015) to 50%.

430445

461477

493511

430452

474498

523550

2016 2017 2018 2019 2020 2021



83

Appendix 1 - PEI Tourism Performance (2005-2016)

Number of Visitors to PEI by Exit Point (Unit: person)

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

(Pre. F.)

Average

Growth

Rate

Since

2005

Total 1,220,980 1,224,653 1,239,874 1,191,824 1,281,221 1,299,083 1,229,518 1,227,550 1,297,522 1,332,189 1,410,316 1,507,996

% Change from

previous year 0.3% 1.2% -3.9% 7.5% 1.4% -5.4% -0.2% 5.7% 2.7% 5.9% 6.9% 2.0%

% Change from 2005

to each year 0.3% 1.5% -2.4% 4.9% 6.4% 0.7% 0.5% 6.3% 9.1% 15.5% 23.5%

Three Exit Points total 1,172,372 1,173,240 1,199,482 1,110,140 1,207,389 1,219,547 1,148,905 1,144,233 1,188,173 1,226,235 1,308,398 1,413,038

% Change from

previous year 0.1% 2.2% -7.4% 8.8% 1.0% -5.8% -0.4% 3.8% 3.2% 6.7% 8.0% 1.8%

% Change from 2005

to each year 0.1% 2.3% -5.3% 3.0% 4.0% -2.0% -2.4% 1.3% 4.6% 11.6% 20.5%

Motor Coach Tourists 25,583 23,269 21,034 24,448 14,818 15,918 18,106 15,974 16,433 21,002 22,849 28,349

% Change from

previous year -9.0% -9.6% 16.2% -39.4% 7.4% 13.7% -11.8% 2.9% 27.8% 8.8% 24.1% 2.8%

% Change from 2005

to each year -9.0% -17.8% -4.4% -42.1% -37.8% -29.2% -37.6% -35.8% -17.9% -10.7% 10.8%

Cruise Ship

Passengers 23,025 28,144 19,358 57,236 59,014 63,618 62,507 67,343 92,916 84,952 79,069 66,609

% Change from

previous year 22.2% -31.2% 195.7% 3.1% 7.8% -1.7% 7.7% 38.0% -8.6% -6.9% -15.8% 19.1%

% Change from 2005

to each year 22.2% -15.9% 148.6% 156.3% 176.3% 171.5% 192.5% 303.5% 269.0% 243.4% 189.3%

Note: (Pre. F.) Preliminary forecast



84

Number of Visitors to PEI by Origin (Unit: person)

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

(Pre. F.)

Average

Growth

Rate

Since

2005

Total 1,220,980 1,224,653 1,239,874 1,191,824 1,281,221 1,299,083 1,229,518 1,227,550 1,297,522 1,332,189 1,410,316 1,507,996

% Change from

previous year 0.3% 1.2% -3.9% 7.5% 1.4% -5.4% -0.2% 5.7% 2.7% 5.9% 6.9% 2.0%

% Change from

2005 to each

year

0.3% 1.5% -2.4% 4.9% 6.4% 0.7% 0.5% 6.3% 9.1% 15.5% 23.5%

Canada Total 1,063,692 1,076,388 1,101,505 1,023,337 1,117,281 1,135,817 1,073,328 1,041,950 1,084,752 1,115,162 1,191,255 1,286,280

New Brunswick 343,495 348,426 352,664 336,666 368,985 373,205 363,114 351,414 369,776 400,095 417,318 412,522

Nova Scotia 426,283 434,713 442,973 416,289 440,278 443,243 419,096 361,730 379,622 389,552 399,879 438,689

Newfoundland &

Labrador 10,759 10,469 10,848 9,611 9,788 9,678 8,596 14,866 13,323 13,452 13,158 13,568

Quebec 122,063 117,502 117,931 105,076 127,541 132,760 118,669 113,237 114,861 118,311 122,611 146,027

Ontario 143,680 146,260 154,868 131,508 148,117 158,290 149,234 156,583 158,245 146,175 186,606 218,323

Rest of Canada 17,412 19,018 22,221 24,187 22,572 18,641 14,619 44,120 48,925 47,577 51,683 57,151

U.S. Total 99,674 86,259 87,523 76,860 84,608 78,474 71,100 85,676 88,519 91,448 99,527 106,950

New England 56,625 43,296 43,577 38,209 39,900 38,356 34,562 33,541 38,727 30,035 32,380 29,574

Rest of U.S. 43,049 42,963 43,946 38,651 44,708 40,118 36,538 52,135 49,792 61,413 67,147 77,376

Overseas Total 9,006 10,593 10,454 9,943 5,500 5,256 4,477 16,607 14,902 19,625 17,616 19,808

Three Exit Points

Total 1,172,372 1,173,240 1,199,482 1,110,140 1,207,389 1,219,547 1,148,905 1,144,233 1,188,173 1,226,235 1,308,398 1,413,038

Motor Coach

Tourists 25,583 23,269 21,034 24,448 14,818 15,918 18,106 15,974 16,433 21,002 22,849 28,349

Cruise Ship

Passengers 23,025 28,144 19,358 57,236 59,014 63,618 62,507 67,343 92,916 84,952 79,069 66,609




85

PEI Tourism Revenues ($: millions)

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

(Pre. F.)

Average

Growth

Rate

Since

2005

Total Revenue $342.3 $346.4 $360.5 $359.5 $359.1 $378.6 $381.7 $380.4 $381.6 $401.1 $405.6 $430.0

% Change from

previous year 1.2% 4.1% -0.3% -0.1% 5.4% 0.8% -0.3% 0.3% 5.1% 1.1% 6.0% 2.1%

% Change from

2005 to each

year

1.2% 5.3% 5.0% 4.9% 10.6% 11.5% 11.1% 11.5% 17.2% 18.5% 25.6%

Non-resident

Visitors' Total $284.4 $287.2 $299.1 $293.7 $292.3 $311.2 $312.3 $310.0 $309.5 $321.5 $325.1 $346.8

% Change from

previous year 1.0% 4.1% -1.8% -0.5% 6.5% 0.4% -0.7% -0.2% 3.9% 1.1% 6.7% 1.9%

% Change from

2005 to each

year

1.0% 5.2% 3.3% 2.8% 9.4% 9.8% 9.0% 8.8% 13.0% 14.3% 21.9%

Non-resident

Visitors' Main

Season

$254.2 $255.6 $267.3 $260.8 $258.1 $276.5 $274.3 $268.2 $269.7 $280.4 $284.8 $302.0

% Change from

previous year 0.6% 4.6% -2.4% -1.0% 7.1% -0.8% -2.2% 0.6% 4.0% 1.6% 6.0% 1.6%

% Change from

2005 to each

year

0.6% 5.2% 2.6% 1.5% 8.8% 7.9% 5.5% 6.1% 10.3% 12.0% 18.8%

Non-resident

Visitors' Off-

Season

$30.2 $31.6 $31.8 $32.9 $34.2 $34.7 $38.0 $41.8 $39.8 $41.1 $40.3 $44.8

% Change from

previous year 4.6% 0.6% 3.5% 4.0% 1.5% 9.5% 10.0% -4.8% 3.3% -1.9% 11.2% 3.8%

% Change from

2005 to each

year

4.6% 5.3% 8.9% 13.2% 14.9% 25.8% 38.4% 31.8% 36.1% 33.4% 48.3%

Residents' Total $57.9 $59.2 $61.4 $65.8 $66.8 $67.4 $69.4 $70.4 $72.1 $79.6 $80.5 $83.2

% Change from

previous year 2.2% 3.7% 7.2% 1.5% 0.9% 3.0% 1.4% 2.4% 10.4% 1.1% 3.4% 3.4%

% Change from

2005 to each

year

2.2% 6.0% 13.6% 15.4% 16.4% 19.9% 21.6% 24.5% 37.5% 39.0% 43.7%




86

Appendix 2 - Participants in the Stakeholder

Consultation Process

Mission 1 – April 25 – May 1, 2016

Patrick Dorsey - ACOA Vice President, funding partner – Federal Government

Cheryl Paynter – CEO of Tourism PEI, funding partner – Provincial Government

Neil Stewart – Deputy Minister of Economic Development and Tourism

Kevin Mouflier – TIAPEI CEO (Co-Chair)

Robert Jourdain - TIAPEI President, instructor with the Holland College International Hospitality

Management & Tourism and Travel Management programs (Co-Chair)

James Tingley – General Manager of the Delta Prince Edward and PEI Convention

Centre/TIAPEI Board Member and President of the Board – Meetings & Conventions PEI

Chef Michael Smith – Television personality, culinary spokesperson and owner/operator of the

Inn at Bay Fortune and Fireworks, eastern PEI

Chris Jones – Director of Strategic Initiatives for the Provincial department of Economic

Development and Tourism

Bernadette Power – Tourism Account Manager with ACOA

Perry Gotell – Owner/operator of Tranquillity Cove Adventures, experiential tourism operator

ACOA Executive team (Michael Dillon-Director Enterprise Development, Sandra Lambe –

Director General Operations, Rob McCloskey-Director General Tourism, Marilyn Murphy-

Director Community Economic Development)

Doug Newson – CEO, Charlottetown Airport Authority – transportation, central PEI

Rachael Vidito – General Manager, The Great George (award winning historic inn), Manager

of Hotel Operations - Murphy Hospitality Group

Tracey Singleton – President of Versatile Management – providing organization for major

events such as the Shellfish Festival, Jack Frost Festival, the Festival of Wines, Arts & Heritage

Trail Guide, etc. Partner in cottage operation, Cavendish Bosom Buddies Cottages & Suites

Jay MacDonald – B&B operator – Elmwood Heritage Inn, Charlottetown central

Charlie Sark – Aboriginal Tourism Association of Canada/Lennox Island First Nation, family

owner craft and giftware shop on Lennox Island, western PEI

Directors and Managers – ACOA and Tourism PEI

Research Analysts – Dave Bryanton, ACOA; Brian Dunn, Economic Development & Tourism

Doug Newson – CEO, Charlottetown Airport Authority

Karen Jens & Managers – PEI Field Unit, Parks Canada

Ann Worth, Staff & Board – Meetings & Conventions PEI

PEI Arts & Heritage Committee

Kevin Murphy – The Murphy Group

Cavendish Tourism Stakeholders:

Mike Forrest - Tourism Cavendish Beach

Linda Lowther - The Oasis and Island’s Frozen Yogurt Bar/Resort Municipality

Tyson MacInnis - Cavendish Maples

Carl Nicholson - New Glasgow Lobster Suppers / PEI Restaurant Association

Sandi Lowther - Fairways Cottages | Tourism Cavendish Beach

Sheela Brennan - Avonlea Village

Tracey Singleton - Cavendish Bosom Buddies Cottages and Suites

Mathew Jelley - Maritime Fun Group | Chair of the Resort Municipality

Darcy Butler - Destination Manager - Tourism Cavendish Beach

Alfred Groom, David Groom – Brothers 2, Garden of the Gulf Quality Inn, Summerside

RTA Executive Directors – Mitchell Rennie, Heidi Zinn, Peggy Miles, Patsy Gotell, Carolyn

Thorne

Tourism PEI Marketing Team


87

Mission 2 – May 28 – June 3, 2016

Corryn Clemence – Port Charlottetown

Wayne Long – Events, City of Charlottetown

Jessie Inman, Carol Horne – Confederation Centre of the Arts

Jeff Gaudet – Northumberland Ferries Limited

Liam Dolan – Shellfish Festivals, Charlottetown Restauranteur

Jeff Squires, Kim Doyle – Whitecap Entertainment, Cavendish Beach Music Festival

Chef Ilona Daniel

Hon. Heath MacDonald – Minister of Economic Development and Tourism

Participants in 7 Sector Focus Groups:

Arts & Heritage – June 2/16

Alanna Jankov The Guild

Pat Smith Victoria Playhouse

Andrea Surich, GM Waterfront Theatre

Rob Oakie Music PEI

Teri Hall Artisans on Main Souris

Linda McCausland Artisans on Main Montague

Laura Cole PEI Crafts Council

Charlene Belsher Olde General Store (music/crafts)

Ian & Daphne Scott Village Pottery

Food & Beverage – June 1/16

Mitch Cobb Upstreet Craft Brewing

Sarah Bennetto O'Brien Scapes Restaurant, Borden/Carleton

Duke Cormier Summerside Restauranteur

Jeff McCourt Chef/Glasgow Glen Farm

Adam Loo Chef - Merchantman

Emily Wells Chef/Restauranteur

Tyson MacInnis Island Food Partnership/Fall Flavours

Steven Larkin Lobster on the Wharf

Ian MacPherson PEI Fishermen's Association

Robert Godfrey Federation of Agriculture

Tracey Singleton Shellfish Festival/Jack Frost/Fall Flavours

Javier Alarco Executive Chef, Delta Prince Edward

Adventure/Attractions – May 31/16

Mark McLane Golf PEI

Matthew Jelley Sandspit Entertainment

Lee Drake Red Shores Charlottetown

Bill Kendrick Experience PEI/ PEI Gay Tourism Assn

Perry Gotell Tranquility Cove Adventures

John Anthony Langdale Past Chair - TAC/Rustico Golf

Mike Roberts FlyBoard PEI

Ryan Garrett Tourism PEI (golf)

Anne Arsenault Tignish Initiatives

Steven Birt Eagles Glenn of Cavendish (golf)


88

Culture & Heritage – June 2/16

Albert Arsenault Evangeline Tourism

Kevin Rice Confederation Centre of the Arts/Arts Gallery Director

Katy Baker Mi'kmaq Confederacy of PEI

Dr. David Keenlyside PEI Museums & Heritage Foundation

Mark Derry Manager Cultural Affairs (Prov. Gov)

Martin Marcoux Acadian & Francophone Chamber of Commerce

Judy MacDonald PEI Arts & Heritage Trail

Aubrey Cormier Societe Saint Thomas d'Aquin

Mary Kendrick Experience PEI

Marcel Bernard Evangeline Tourism

Jamie Thomas Lennox Island First Nation

Jenene Woolridge Abegweit First Nation

Mike Randall Lennox Island First Nation

David Panton Community Museums Association of PEI

Festivals & Events – June 1/16

Jennifer Campbell Festival of Small Halls

Tracey Singleton Shellfish Festival/Jack Frost/Fall Flavours

Heidi Zinn Discover Charlottetown/Victorian Christmas

Dawn Alan Downtown Charlottetown Inc.

Michael MacKinnon Managing Director, Red Shores, Charlottetown

Peter McCrady Festivals & Events PEI

Doreen Sark Lennox Island First Nation

Kim Doyle Cavendish Beach Music Festival

Donna Hurry City of Charlottetown

Accommodations & Incentive Travel – June 1/16

Isaac MacPherson Brackley Beach Northwinds Motel

Adam & Marsha Doiron Trius Tours/Prince Edward Tours

Robert Jay River House Inn

Linda Lowther Cavendish Tourism Operator

Sandi Lowther Cavendish Tourism Operator/CBTA member

Jay Macdonald Elmwood B & B, Charlottetown

Vicki Francis Cranford Inn, Charlottetown

Ken Meister PEI B & B Association/Summerside Inn B & B

Alfred Groom Quality Inn - Summerside

Ann Worth Meetings & Conventions PEI

Blair Smith Stanley Bridge Resort


89

Business – May 31/16

Jamie Aiken Finance PEI

Jeff Ready Finance PEI

Bertha Jay BDC

Tim McRoberts Holland College Program Manager

Ron Holley CBDC - Montague

Wendy Drake MRSB

Melissa MacEachern UPEI Tourism and Hospitality

Penny Walsh McGuire Charlottetown Chamber of Commerce

Ellen O’Brien Charlottetown Chamber of Commerce

Richard Gallant Workforce & Advanced Learning

Bernadette Power Atlantic Canada Opportunities Agency

Tara McNally MacPhee Visitor Experience Manager, PEI National Park

Ocel Dauphinais-Matheson Visitor Experience Manager, National Historic Sites

Barbara MacDonald External Relations Manager, Parks Canada PEI

Chris Jones Economic Development & Tourism

Mission 3 – June 18 – 25, 2016: Stage 1

Various local operators – Western PEI Familiarization Tour (North Cape to Summerside)

Various local operators – Eastern PEI Familiarization Tour

Various local operators – Central PEI Familiarization Tour

Various local operators – Charlottetown Familiarization Tour

Communauté Francophone – Conference en francais -Region Evangeline

Western PEI – Open Public Forum

Carolyn Thorne Explore Summerside

Nancy Butler

Shawn McCarvill Slemon Park Hotel & Conference

Sue McGiveron College of Piping

Sandra Zarvie Culture Summerside

Arnold Croken Port of Summerside/SRDC

David Bellefontaine Port of Summerside/SRDC

Rose Bernard Beach House Inn

Mitchell Rennie North Cape Coastal Tourism Partnership

Chris Jones Tourism PEI

Vanessa MacFarlane Explore Summerside

Bernadette Power ACOA

Carrie Caunce Briarcliffe Inn

Kathy McInnis Canada’s Best Value Motel Summerside & Charlottetown

George Silliker Country Haven Cottages

Dakota Oliver Summerside Lobster Festival

Murray Sallis Anchor Motel & Suites

Janice Holmes Summerside Motel

Norma McCallum City Of Summerside

Carol Horne Confederation Centre of the Arts

Nikkie Gallant Eptek Art & Culture Centre

Kieran Keller Harbourfront Theatre

Stanley MacDonald Canadian Potato Museum

Roxann Poirier Summerside Farmers Market


90

Sarah Boeker Island Home B & B

Greg Weeks PEI Segway Tours

David Groom Quality Inn/Brother 2

Kellie Mulligan Dept. of Agriculture & Fisheries/Rural Development

Brenda O’Meara Dept. of Agriculture & Fisheries/Rural Development

Eastern PEI – Open Public Forum

Connor Lea Avondale Golf Course

Barry Wilson Gram’s garden Home

Wendell MacEachern Avondale Golf Course

Tara McNally MacPhee Parks Canada

Ruth DeLong Island Trails

Debbie Gallant Island Trails


James Tingley Delta Prince Edward

Derek Morgan Honeysuckle Cottage

Astrid Schrader The Purple Bike B & B

Amelia Campbell Tourism Ambassador Manager

Mary & Bill Kendrick Experience PEI

Lynn Nimtz Artisans on Main – Montague

Richard Collins Mayor, Town of Montague

Jill & Doug Rollins Chepstow Bay Cottages

Aubrey Brown Georgetown Historic Inn

Mark Sandiford Culture PEI

Gaylene Gillis Island East Tourism Group

Carol Horne Confederation Centre of the Arts

Judy Murphy St. Peters VIC

Carrie Webster St. Peters VIC

Claire MacKinnon St. Peters VIC

Craig Jones Hotel Assn. of PEI/Rodd Hotels & Resorts

Mike Robertson Island East Tourism Group/Rodd Hotels & Resorts

Friend Herring Herring Beach Homes

Tim Mair Georgetown Port

Wayne Chaisson Georgetown Port

Ray Brow Festivals

Rachel Vidito Great George Hotel

Michelle Westaway Great George Hotel

Megan McMillan Hotel on Pownal

Sidney MacEwen MLA Morell/Mermaid

Ed McKenna St. Peters Bay Craft & Gift

Carmella Cheverie Souris By the Sea Treasures

David Lewis Greenwich View Cottages

Tim Arnold Rodd Hotels & Resorts

Charlene Belsher The Old General Store

Ann Worth Meetings & Conventions PEI

Robert Jay River House Inn

Mike Newman Newman Estate Winery




91

Central PEI – Open Public Forum

Tara Ledden Fairways Cottages

Ken Whortman Holland College Culinary

Heidi Zinn Discover Charlottetown

Chris MacDonald Discover Charlottetown

Kim Doyle Cavendish Beach Music Festival

Jill Campbell Cavendish Beach Music Festival

Youling Wei Sundance Cottages

Barb MacDonald Parks Canada

Marsha Doiron Prince Edward Tours

Tracey Singleton Bosom Buddies Cottages

Brenda Boudreau Victoria Playhouse/Victoria Historical

Kent Thompson Food Island Partnership

Nicole Mountain Twin Shores Campground

Corryn Clemence Port Charlottetown

Laurie Burdett Cavendish Beach Cottages

Marg Weeks PEI Agriculture Awareness

Tyson MacInnis Cavendish Maples Cottages

Linda Lowther Island Frozen Yogurt

Sean Joyce Eagles Glenn Gold Course

Eric Gallant Island East Tourism/ Souris Port Authority

Arnold Smith Bay Vista Motel

Jeff Squires Whitecap Entertainment/PEI Brewing Co.

Peggy Miles Central Coastal Tourism Partnership

Bob Boyle Brackley Beach Drive In

Judy MacDonald Barachois Inn/Farmers Bank of Rustico

Janet Haverlock Twin Shores Campground

Brian Haverlock Twin Shores Campground

Crystal Stevens Redrocks Pottery

Don Quarles Summerside Lobster Festival

Elaine Thomson Rodd Hotels & Resorts

Darcy Butler Tourism Cavendish Beach



Matthew Jelley Maritime Fun Group

Dongkoo Yun Centre for Tourism Research

Jeff McCourt Glasgow Glen

John Brewer Anne’s Windy Poplars


92

Mission 4 – Sept. 25 – 30, 2016: Stage 2

Meeting with Lennox Island Elders

Meeting with ACOA & Province of PEI

Meeting with TIAPEI Board of Directors

Kinkora Place – Open Public Forum

Gloria Welton The Employment Journey

Keith Hansen MacPherson, Roche & Smith

Pauline Pineau Rustico Acres Cottages

Donna Glass Kingfisher Outdoors

Louise Arsenault Mill River Resort

Kent Thompson Food Island Partnership

Christine Morgan The Table

Derrick Hoare The Table & CCTP

Anne Arsenault NCCTAP/Driftwood Cottages

Pat Studen Smith Victoria Playhouse

Keith Samuel Rodd Royalty

Marcel Bernard Chalets de la Grande Basse

Heath MacDonald Economic Development & Tourism (Minister)

Avonlea Cottages Jay Dong

Steve Arnold Around the Sea

Chandra MacLellan & Paul Kyle Red Rock Retreat Campground

Kathy Tibbetts Ship Building Museum

Rowan Caseley Town of Kensington

Darcy Butler Tourism Cavendish Beach

Ruth Morrow Morrows Farm Cottages

Tyson MacInnis Cavendish Maples Cottages

Bob Perrin Roma at Three Rivers

Anton & Nuala Stoller Best View Waterfront Cottages

Marilyn Murphy ACOA

Carol Rybinski Tyne Valley Tea & Co.

Ronalda Wheatley Wheatley Raspberries

Cindy & Guy Cousineau Beside the Trail B & B

Mary & Bill Kendrick Experience PEI

Gregory Urler RDEE IPE

Wayne Cotton Best Western Charlottetown

Wallace Rose Eastern PEI.com

Jay Macdonald Elmwood Heritage Inn

Sharon & Leslie Swift Ocean Acres Murray Harbour

Mitchell Rennie NCCTAP

Andrea Surich Watermark Theatre

Paula Kenny Eptek Centre/PEI Museums

Vicki Francis Discover Charlottetown

Linda Lowther Islands Frozen Yogurt/Cavendish Resort Municipality

Jim Larkin Discover Charlottetown

Minh Phan White Horse Motel

Murray MacPherson Brackley Beach Northwinds

Ed McKenna St. Peters Bay Crafts & Gifts

Caspar Geurts Victoria Cottages

Greg Weeks PEI Segway

Colin MacIntyre Quality Tourism Services

Heidi Zinn Discover Charlottetown

Ken Smallwood Lyons Cottages


93

Gertrude Parker Sunflower Cottage

Astrid Schrader The Purple Bike B & B

Charlene Belsher Old General Store

Cathy Hellmich NCCTAP

Emily Smith Victoria Playhouse

Patsy Gotell Island East Tourism

Peggy Miles Central Coastal Tourism Partnership

Doug Newson Charlottetown Airport

Elaine MacPherson DeSable Cottages

Malcolm Lane Island Cottage Retreat

Faith Barnes-Lane Island Cottage Retreat

Krzysztof Opydo Whitesands

Cheryl Paynter CEO – Tourism PEI

Judy MacDonald Barachois Inn

Brenda Campbell PEI Shellfish Assoc.

George Campbell Anne of Green Gables Museum

Kevin Champion Green Gables Golf Course

Carrie Caunce Briarcliffe Inn/CCTP

Malcolm Hiseman Briarcliffe Inn

Shawn McCarvill Slemon Park Corporation


Tim Arnold Rodd Brudenell

Janette Gallant Parks Canada

Matt Jelley Maritime Fun Group

Camellia Black Victoria Inn

Roger Downie College of Piping

Don Reid Island Condos

William Caw Weddings PEI by Diana


94

Local Operator Survey Respondents

Operator Respondent

694 Grand Pere Road Sean Daniels, cottage owner

Chelsy By The Sea Live-In Resort Stephen Flemming, Owner Operator

New Glasgow Inn Carole MacMillan Owner New Glasgow inn

Mathieu's Home Marie-Paul Medeiros Cottage owner

Slumber Westhill Roger

Heather Hannon Island Art

Studio

Heather Hannon, owner of Heather Hannon Island Art Studio

Georgetown Historic Inn Aubrey Brown Owner Georgetown Historic Inn

PEI Photo Tours Rusty Elliott

Seascape Chalet Philip & Dawn MacLellan

Ellis Trailer Rentals Kristina Ellis Owner - Ellis Trailer Rentals [email protected]

Souris Farmers Market

Hotel on Pownal (The) Shayna Henderson Front Desk Manager The Hotel on Pownal

Singleton Residence Tracey Singleton

Now n Zen Inc. (Coffee & Tea) Robert Curran, Owner

Ocean Acres Leslie Swift Owner Ocean Acres Cottages & Campground

Sea, Sand & Stars Cottage Irene Huber Owner: Sea Sand and Stars Cottage Manage:

Seawatch Cottage

Fox Cottage Pamela Reid Owner of Fox Cottage, a summer cottage rental.

Great George (The) Rachel Vidito

Noble House Karyn Noble Noble House owner

Oasis Resort (The) Linda Lowther, owner

Lookout Inn (The) Nicole Kaminski owner/operator The Lookout Inn

Kate's Cove, Your Seaside

Retreat

Debra Edgar

Weddings PEI by Diana Diana Lariviere

A Stones Throw Cottage Patrick Reid

Warren's Cottages Mary Warren Owner

Summer Breeze & Wind Song

Cottages

Kim Gallant

Islandscapes Etc. Morag Gainer, sole proprietor

Montgomery's Shinning Waters

Chalet

Paul Montgomery, Owner Shining waters Chalet and soon to

open - Montgomery Inn at Ingleside

Le Centre GoÃ©land Inc. Tanya Gallant, Manager, Centre Goéland

Purple Bike B&B (The) Astrid Schrader, B & B host

Old Winsloe House (The) Philip Lacey Owner

Sunbury Cove Ocean Retreat Ed Schmid owner

Blossom Haven Cottage Susanne Manovill, Blossom Haven, owner

Howe Bay Beach Houses Jovette and Lawrence Keeler Owners/operators, Howe Bay Beach

Houses

Cape Bear Lighthouse &

Marconi Station Inc.

Wallace Jorden, President of the Cape Bear Lighthouse & Marconi

Station Inc.

Tranquility Cove Beach Suite Perry Gotell,owner/operator Tranquility Cove Adventures

Brackley Beach North Winds

Inn & Suites

Isaac MacPherson, Owner/Operator


95

Operator Respondent

St. Louis Bluegrass & Old Time

Music Campout

Wilma Jones St louis bluegrass festival committee secretary

Afterglow Cottage PEI Paul Fredenburg, President

Harbour Master House Karen Mair Owner - Harbourmaster House

Toy Factory (The) Dan Viau, Owner, The Toy Factory

Alexander's Beach House Mary mac person owner

Old Mills Park Alcide Bernard Chairman

Lord's Seaside Cottages Elayne Lord, Owner

Moonlight Cottage By-the-Sea Joan Perrin Owner operator Moonlight Cottage By-the-Sea

Stanley River Chalets Darrin Deveau owner

Point Prim Chowder House paul lavender,owner,point prim chowder house

Greenwich View Cottages David Lewis Owner of Greenwich View Cottages

Lord Selkirk Campground Keir White General Manager BCDC (Belfast Highland Greens &

Lord Selkirk Campground)

Artisans on Main Souris Inc Sherri Gallant, Volunteer with Arts Group

Lenrose Cottage Rosemary MacCormack owner

Summerhaven House Carol martin Owner

Riverbank Cottage at Tyne

Valley

Cliff Demorest Owner of a cottage

York Bay Place M. Downie Owner York Bay Place

Gallery 18 Aubrey Bell Business Operator

St. Peters Bay Craft & Giftware Ed McKenna, Owner

Glenshore Cottage Helen Edley. Cottage Owner, Canoe Cove, PEI.

Eagle's Nest Joseph Sherren

Driftwood Country Cottages anne arsenault Owner Driftwood Country Cottages

Orange Door Cottage Joe Bystryk, Proprietor

Lobster on The Wharf Steven Larkin, Owner/Operator of Lobster on the Wharf

Grandpa's Antique Photo

Studio

Paul Gunn Owner Grandpa's photos

Kindred Spirits Country Inn and

Cottages

Becky James, Owner

Beach Rose Cottage Jeanine Dionne

Chez Char Charleen Doherty Owner Chez Char (Wellington, PE)

Belle Point Cottage Shawn Russell (Heather)

Stanhope Oceanview Guest

House

Tracey Chivilo Business Owner

Inn At St. Peters (The) Karen Davey

Belleview Beach House Son-Hai Huynh Part owner/Manager

Artisans On Main Linda McCausland- 1 of 40 cooperative artists in Montague

Deep Roots Distillery Mike Beamish

Lyons Cottages Ken Smallwood, Tourism Operator

Howe Bay Haven Troy MacKenzie 9026721415

Points East Beach Motel

Barachois Inn Judy MacDonald, Owner/Operator, Barachois Inn

Argyle Shore Beach House Thomas Thomassen ,owner operator Argyle shore Beach house

cottage rental

Brudenell Waterfront Cottage Bev Johnston Co


96

Operator Respondent

Percy Hill Vacation Home Sebastian Manago Owner, Percy Hill Vacation Home

PEI Coastal Experiences John Martin

Fairways Cottages Sandi Lowther, Managing Director Fairways Cottages, Cavendish

PEI

Oyster Bay Cottage Araxie Robertson, Owner

Sims Corner Steakhouse &

Oyster Bar

Murphy Group of Restaurants

Adventures In Camping Kenny Conohan owner Adventures in Camping

AM's Dream Cottage Patrick Reeves

Anchor Motel & Suites Murray Sallis, proprietor

Bellmora Beach House Angela Publicover West, cottage owner

Country In The City Sandra Louise Jamieson

Canadas Best Value Inn &

Suites

Melissa Deziel Front Desk Manager

Mayfield Country Cottages lorraine

Cavendish Breeze Inn Kayo Shinomiya Owner

My Sun Cottage Sandra Hoffman, Owner

Orient Hotel Bed & Breakfast

(The)

Richard LaGrange, Owner

Montgomery Cavendish

Cottages

Stuart Drummond Owner

Greenwich Gate Cottage Anonymous - small cottage operator

Mills' Place On Prince andrea Battison, owner/operator

Jake & Jo's Cottages JIm Packman, Owner/Operator

Loft 1, The WHY Lofts Ole Hammarlund Owner Loft 1 at the Y

Cape Light Restaurant MAURICE VAUTOUR CHEF/OWNER

Summerside Motel & Cottages Janice Holmes, Owner/Operator

Sanderling Dunes Rob Head , Owner Sanderling Dunes Cottage

Seaview Beach Vacation

Home

Bary King Owner Seaview Beach House Owner Jellystone PEI

Campground

Small Town Bound B & B Erin Lamb, Small Town Bound B&B Owner/Operator

White Horse Motel Inc. Minh Phan

Elemorphic Jewelry Mary Armellini

Myriad View Artisan Distillery

Inc.

Ken Mill Co-owner Myriad View Distillery

Cliff's Edge Cottage Greg Antonacci, Proprietor.

Sunset Cottage Place Peter Southward, Joint owner

Vacation Home On The Bay Susan Ross - Vacation Home on the Bay.

Elizabeth's Bed & Breakfast Elizabeth Pippy... owner/operator

Blue Waters Executive

Cottages

Judy

Traveller's Inn Hal Affleck Manager

Malpeque Cove Cottages Olivier & Marian Joncourt Owners / Managers Malpeque Cove

Cottages

Old Blooming Point

Schoolhouse (The)

Dawn Rowan, Owner The Old Schoolhouse Cottage, Blooming

Point

Faye's Family Trailer Rentals Faye Ford

Shady Lane B&B and Cottages Ian Rowe, co-owner


97

Operator Respondent

Barb's Country Escape Barbara Doiron, owner Bayview Antiques and Barb's Country

Escape cottage

Garden of The Gulf Museum Garden of the Gulf Museum Connie Spencer Development

coordinator

Chez Yvette Bed & Breakfast Yvette Deschenes

Campbells Cove Campground

and Cabins

Jennifer Mooney Manager Campbell's Cove Campground

Pine Cottages Robert Campbell-Operator

Dalvay By The Sea Inn & Dining Room

Sir Andrew Macphail

Homestead

Angela Jeffrey, Site Director

Singing Sands Inn Don McCallum Owner

Parkview Cottages David Linkletter

Greenwich Cottage John Sutherland owner

Woodside's Trailer Rentals Brenda Woodside owner of Woodside's Trailer Rentals

Brackley Beach Escape Lisa & Darcy Walsh

Buoy Cottage (The) Chuck Smith Cottage owner

Winfried & Susan Krueger Winfried Krueger business owner

Old MillPond Bed & Breakfast

(The)

Lorna Wells, Owner, The Old Millpond Bed & Breakfast

St. Lawrence Motel - Hsk Suites JUN HA LEE Manager

Green Roof Cottage Allan Driselle owner operator. Of two micro business on the island.

Three Thumbs up wheels caffe and The Green Roof cottage

Shine Motel weiguang yang owner

RootieMagoo's leslie paynter, owner

Sandstone Summer Home Carol/Stuart Leach Owners Sandstone Summer Home, Mount

Stewart

Northport Pier Inn Michaela Fraser

Design By Nancy - Silversmith Nancy MacCausland

J. J. Stewart Mercantile Thom MacMillan

Create an Ocean Gem Teri Hall, owner, Fire & Water Creations

Obanbrae Farm Bed &

Breakfast

Brian & Dora MacKinley

Ocean-Side Cottages Winston Murchison owner of Ocean Side cottages

Cranford Inn Vicki Francis, owner/operator of the Cranford Inn

Mink Basin Cottage Caron Senechal Owner of Mink Basin Cottage

Spruce Grove Chalet Bill MacIntyre & Tracey Olson

Chepstow Bay Cottages Jill Rollins, Owner, Chepstow Bay Cottages

Kennedy's Room with a View Cyndi Tasche; Management and Booking

Evening Primrose Jeanne Sullivan

Camping Terre Rouge Alcide Bernard

Ballycarry Elizabeth LaPierre

Charlottetown Festival (The) Carol Horne CMO

Sunset Cottages on Boughton H McAuley, Owner/Operator Sunset Cottages

Riverside Chalets Mike Kisil - Owner

Pineau Family Cottage Steven Pineau. Owner operator of The Pineau Family Cottage

Bootlegger Inn Ken & Andrea Chaisson

Broken Road Cottage Lisa MacCallum Owner/Operator


98

Operator Respondent

Chateau Des Sable Rachel Robinson, Owner

GoWheelin' Bike Rentals Marsha Doiron

St. Peters Destination Centre owner,William Minnis, Wanderers Rest Cottages

Bay Vista Motel Beckey Murray Front Desk

Fiddler's Green Country

Cottages

Brett Paterson - Business owner

Calm Water Cottage Dianne MacDonald Owner- Calm Water Cottage

Angie's Place/Angeline's

Beach House

Debbie Pineau Proprietor Angie's Place

Cavendish Maples Cottages Tyson MacInnis, owner

charlottetownfarmersmarket@

gmail.com

Bernie Plourde Manager, Charlottetown Farmers' Market

Bryanton's Bed & Breakfast

(The)

Doreen Bryanton Innkeeper

Matthew's Deep Sea Fishing Blair Matthews

Comfort Inn Shawna Grandjean General Manager

Farmers' Bank of Rustico &

Doucet House Museums (The)

Marlene White, Treasurer

Anne's Cottage At The

Barachois

Matthew Steele, Owner

Howe Point Road - Tread Softly

Cottages

Dave Wilmer, Innkeeper

Summerhouse at the Summer

Garden

Gail Kern

Hillview Farm Homestead Donald Johnstone, Owner

Birch Haven Cottage Peter McKenna

[email protected]

Cliffside Inn Robert Lawlor

Around The Sea Steve Arnold, Owner Around the Sea Rotating House, Suites & Tours

and Ride Solar

Clachan Muir Kirsty Spence, Associate Professor, owner Clachan Muir, Stanley

Bridge, PEI

Cedar Dunes Cottages Shannon Steele, a Cedar Dunes Cottages

Singleton Residence Tracey Singleton

Pines Motel & Cottages (The) Mark Ings

B and B Brighton House Kiyoshi Aoyama The owner of B&B Brighton House

Dundee Arms - an eden

property

Pat Sands

Beach & Breeze Cottages Barbara Witte , Owner

Cornwall KOA Donna Sentner managers

Reid's Stanhope Chalets Malcolm Reid Owner

Northern Knights Sea View

Cottage

James J. Knights

Savage Harbour Cottages Steve & Sherry Ann Birt

Stanhope Dunes Don Bray, owner Stanhope Dunes vacation home

Lantern House B & B Joan Kerr Lantern House, Owner

O' Reardon House Randy Reardon Owner of a summer home rental property.

New London Bay Motel Al Smith, owner of New London Bay Motel

Chalet Hughes Oksana Laschuk

Wexford Heritage House Ron Murphy


99

Operator Respondent

Briarcliffe Inn Carrie Caunce Owner/Operator Briarcliffe Inn *CCTP Board

Member

Campbell's Deep-Sea Fishing Marc Campbell Owner / operator

Maroon Pig Art Gallery & Sweet

Shop

Richard & Stacy Toms

The Table Culinary Studio Derrick Hoare Chef/Proprietor The Table

Surfview Villa Russell herder - owner

Bayview Waterfront Cottage Jim MacLean, cottage owner

West Point Beach House James Stewart - West Point Beach House owner.

Adega At The Point Brenda. Owners

Malpeque B&B Jack Wilderom Owner operator.

Eagles Glenn of Cavendish

Golf Course

Chris Croken - Golf Operations Manager

Sunset Suite Don Streeter CEO

St. Peters Park Mary Burge, Administrator, Community of St. Peter's Bay/ St. Peter's

Campground.

Hanselpacker House Gabriel Hanselpacker, member of the Canadian Armed Forces

and owner of the Hanselpacker House.

PEI Homeland Wei Rong Wang , 52 St. Peter's Rd

Salt Of The Harbour Condos Kelvin McQuaid

Nancy's Place Nancy Kijek Owner

Anne of Green Gables

Museum

george campbell owner

Shop & Play/Cavendish

Figurines

Waterford Cottages &

Campground

Curtis Oliver, Waterford Cottages & Campground, 13167

Waterford.. just one mile from STOMPIN TOM SCHOOLHOUSE!!!

Silver Heron House Cynthia Cudmore, Marketing & Sales Silver Heron House

Seahorse Tourist Suites Jim Fraser

Reuben's Pine Lodge Reuben MacDougall

Little Barn By The Bay (Antiques

& Collectables)

Sheila Simpson, owner

Heritage Home B&B Miriam Lank Owner

Kristie's Family Restaurant & Pub Qiang Li, Owner

Dunescape Casa Vista Rory Francis, Co-owner

Gulf View Cottages Sharon MacNeill Owner/Manager

Bonshaw Hills B & B Annemarie Palmy Seyfarth, Manager and Owner of Bonshaw Hills

BnB in Bonshaw PEI

Great Canadian Soap Co.

(The)

Em Zember president

Yellow Barn (The) Shawn Corke, licenced tourist facility operator

Hogan's Waterview Cottages Philip hogan. Owner

Celtic Skye karen thomson owner

Slemon Park Hotel &

Conference Centre

Hesham Elsayad Assistant Manager. Accommodation

department.

Bayshore Charm Summer

Home

Carole Foran-Swinkels Cottage business operator

Magik Dragon Alesia Napier

Llewellyn's by the Shore Peter Llewellyn

Graham Inn (The)

Silverwood Motel Katherine Al-Mughrabi Owner, Silverwood Motel


100

Operator Respondent

Century Farm Waterfront

Cottages

Barbara owner

Purdy's Cottage Erin Purdy 403-561-0515 Cottage operator

Foley's Bed & Breakfast and

Guest Cottages

martin foley /owner

Chetwin Lee Ruth Soper partner/owner

Anne's Windy Poplars Cottage

Resort

John Brewer, Anne's Windy Poplars Cottage Resort

Mary MacQueen's By-The-Sea

Bed & Breakfast

Mary Elliott, Owner/ President of Mary MacQueen's by the Sea B &

B.

Ellanvannin

Summer House on Winter Bay Laurie & Sandy Pollock

River R.V. Campground Trudy Miller/Owner

Souris Lookout Georgina Clow owner

Island Winds Crafts Peter Baker Business manager

Montgomery House By The Sea

(The)

Bryan Osborne owner of Montgomery house by the sea in

Malpeque

Bunny Wool Art Melvin & Lorraine Gallant

Linden Homestead Frances Coburn owner of Linden Homestead

Osprey Cottage Charles Sullivan. Owner

Fish Tales & Tall Ships ... 1700s

Cod Fishery

Helen Lockerby Co-president of Board, Roma 3 Rivers Inc.

Darnley Point Cottages David Palmer

Crystal Beach Campground Matthew Wedge, owner/manager

Charming Home For

Charlottetown Visits

None

Haven At Belle River (The) Sheila Smith Owner: The Haven at Belle River

Souris By The Sea Treasures Carmella Cheverie owner/operator Souris by the Sea Treasures

Avonlea Bachelor Cottages Jay Dong Owner

Old MacDonald's Loch-Mara Judy MacDonald, owner/operator

Duneside Cottage Willard Horne

Shores of St. Andrews Mike Lannigan & Jodi Matheson

Cloggeroo Island Folk Festival Tanya Cameron

Bubbling Brook Cottages Wendy Tsai, owner,

Duchess of Kent Inn Sharyn Dalrymple owner/operator Duchess of Kent Inn

Red Cliffs At Cumberland Tom Murphy

Glasgow Glen Farm Artisan

Cheese Producers

Jeff McCourt Glasgow Glen Farm, Owner, Chef, Cheesemaker

Really-O Handcrafts and Tryon

Museum

Jack sorensen

Mill River Log Home Juanita Gallant, tourism operator, owner

Best Western Charlottetown Wayne Cotton, GM

Victorian Dejavu (The) Valerie MacNeill, Owner/Operator of The Victorian Dejavu and The

Compass Rose Beach House properties.

Bill MacKay House bill mackay owner

Countryview Golf Club Carl & Karen Currie

Port Charlottetown Visitor

Information

Joanne MacMillan, Manager of Charlottetown Visitor Information

Centre and Liquor Agency.

Cracker Creek Mining

Company

Matthew Jelley, Chair, Maritime Fun Group


101

Operator Respondent

Stanhope Luxury Cottages Jenny X. Zhang, Manager of Stanhope Cottages (2011)

71 Newland Crescent Morgan Saulnier

Sheltered Harbour CafÃ© &

Pub

Ed & Mary Steele

Clamdiggers Beach House &

Restaurant

Arlene Smith

Kites and Other Delights At

Outside Expeditions

Tim Nicholls Outside Expeditions Owner

[email protected] Tatiana Mizerina, owner of T&M Craft Studio

New Glasgow Country

Gardens & Art Gallery Tea

Room

Bruce MacNaughton Owner

McKfolly Studio Loft John and Beverly McKenzie, Owners and Operators

Wright's Creek Tourist Home Wendy Tsai. owner

Morrow's Farm Cottages Ruth Morrow

Back Road Folk Art Bill Kendrick, Co-Owner, Experience PEI

Confederation Centre Art

Gallery

Kevin Rice, Director, Confederation Centre Art Gallery

Between Two Waters Summer

Home

Mary Conway

McLean House Inn Barbara MacPhee, Owner

[email protected] Roger Gillcash, Owner

Lighthouse and Beach Motel Grant, Anne & Kyle Galbraith Owners (new) - Lighthouse & Beach

Motel, Souris West

Endless Sands Cottages Troy & Robin Lyon

Island Home Bed and Breakfast Sarah Boeker, owner and operator of Island Home B&B in

Summerside, PE

278 MacMillan Pt. Road

Cottage

Ron Robinson


102

External Trade Survey Respondents

Name and Position Company Type

Karin Tolsma, Senior Product Manager Askja Reizen Tour Operator

Keri May Product Manager World Expeditions Tour Operator

Debbie Lamping, Owner Tour Planner Echo Tours & Travel Tour Operator

Max Zehender; travel agency owner Discovery Tours Tour Operator

Ted Nelson President Hospitality Tours Tour Operator

Rose-Anne Kupiak Owner/Manager Embassy Tours Ltd. Tour Operator

Alex Morris Director, North America Program

Development and Strategy

Road Scholar Tour Operator

Jose Herrera Director of Development DTC - Dominion Tours Canada Tour Operator

Rick Campbell Communications Music Travel Consultants Inc. Tour Operator

Kevin Okada Director of operations Canada Tour System Inc. Tour Operator

Adam Smrt Senior Travel Adviser Mighty Fine Company Tour Operator

Chiemi Nishinari, Director Procurement Tour

Services

JTB International (Canada) Ltd. Tour Operator

Taku Kawai Canada Planning team H.I.S. Co., Ltd. Tour Operator

Peter van Veenendaal Product Manager

Travel Trend

Travel Trend Tour Operator

Jim Diebel, President Hanover Holiday Tours Hanover Holidays Tour Operator

Kolja Kassner, Senior VP CANUSA TOURISTIK GmbH & Co KG Tour Operator

neill protheo, product manager Cox & Kings Tour Operator

Christoph Parker SAGA Tour Operator

Denise Hunn Prestige Holidays Manager Prestige Holidays Tour Operator

Harriet Moon Partnerships Manager Gold Medal Tour Operator

Stephen Kirchner, Editor & Publisher National Motorcoach Network Tour Operator

Brian Hawe 1st Class Holidays Tour Operator

Vera-Anne Petley Group Coordinator Le Groupe VIP Tour Operator

Katherine Foxcroft, Product Experience

Manager

Fresh Tracks (Canada) Inc. Tour Operator

Dave Simpson - Travel Consultant HC Travel Tour Operator

Jacinthe Roy, Product Manager North

America

Gate 1 Travel Tour Operator

JASON HU, OPERATION DIRECTOR, BEYOND

DEEP TRAVEL

Beyond Deep Business & Travel

Corporation

Tour Operator

Simone Laux, Product Manager DER Touristik

Frankfurt GmbH

DERTOUR Tour Operator

Karen lee (CEO) WATU Travel Group, Inc. Tour Operator

Kris Hoff, Director of Product Badger Tour & Travel Tour Operator

David Wickers Director Bridge&Wickers Tour Operator

Katrin Coldwell Senior Product Manager FTI Touristik Tour Operator

Roger Thompson Director Complete North America Tour Operator

Philip at Freewheeling Adventures Freewheeling Adventures Tour Operator

Bradley Walters President Bradley Walters Jourmeys Tour Operator

Tanja Kiep, Product Manager Thomas Cook Touristik GmbH Tour Operator


103


Julie Thompson Product & Marketing

Manager

Frontier Travel Ltd. Tour Operator

louise yoder tour manager Mid-American Coaches Tour Operator

Stephanie Brooks, Director Contracting Globus Family of Brands (Group

Voyagers Inc.)

Tour Operator

Philippa Westwood Marketing Manager Windows on the Wild Tour Operator

Patrick Cheung President of Sunny Tours Inc. Sunny Tours Inc. Tour Operator

Ashley McWhinnie, Area Manager, EF

Educational Tours

EF Educational Tours Tour Operator

Peri McCardle-Wills Anderson Vacations Tour Operator

Liz Lunnon Head of Worldwide Product Discover the World Tour Operator

Katrin Oelgart-Hissbach, owner travel

agency

Travel Reise-Service Tour Operator

Kenichiro Amako, Manager Kintetsu International Express

(Canada) Inc

Tour Operator

Jane Li, Director Across Travel & Tour Ltd Tour Operator

Ruth Drynan Product Buyer/Senior Tour

Planner

Nagel Tours Ltd. Tour Operator

Haruna Suzuki, Overseas Section 4 JTB Media Retailing (Tokyo) Tour Operator

Ed Smith - General Manager Canada & Alaska Specialist

Holidays

Tour Operator

Seiji Abe Managing director Crossroad Inc. Tour Operator

James Butler North America Product

Manager

Audley Travel Tour Operator

Pat Brennan; travel writer Postmedia

Network - 6.3 million readers.

Toronto Star Media

William F. LaPlante Exec. Dir. Media Alliance

[email protected]

Media Alliance Media

Juergen Juchtmann Travel Journalist Neue Westfaelische / Freelance Media

Hal Brindley wildlife photographer, writer,

film-maker

Travel 4 Wildlife Media

Janet Wallace, Freelance writer Janet Wallace Writing Media

Heather Greenwood-Davis The Toronto Star Media

Sherel Purcell,

Writer/Photographer/Videographer

Freelance Media

Doug O'Neil, managing editor AAA Motorist Western Penn Media

Corinne McDermott Founder, Have Baby

Will Travel

Have Baby will Travel Media

Paul Shoul

Media

Shobha Gallagher, Freelance Travel Writer Freelance Media

Kate Pocock, Media Person Freelance Media

M C Kosman, Travel writer and owner, The

Barefoot Nomad

Media

Ralph Spielman freelance journalist Family Travel Forum Media

Dr. Jessie Voigts, publisher,

wanderingeducators.com

WanderingEducators.com Media

Tracy Hyatt Asscoiate Managing Director Westworld (Aberta) Media

Julie Daurel Journalist Travel Writer Maisons CÃ´tÃ© Sud/Est/Ouest Media

Tessa Bridgwater Good Times Magazine Media

Clint Brownfield Travel Writer Freelance Media

Jim Byers Journalist Freelance Media

Mike Snow, journalist Editorial Perspectives Media


104


Mark Ruthenberg, president FoundLocally.com Media inc Media

Kerri Zane Journalist PeterGreenbergWorldwide.com Media

Greg Thomas Editor Fly Rod & Reel

Magazine

Fly Rod & Reel/Freelance Media

Jeffrey Lehmann TV Host/Producer PBS'

Weekend Explorer

Barnstormer Productions Media

kathryn Munro, Managing Director Canadian Affair Tour Operator

Jonathan Gloutnay, Director tour and travel Voyages Gendron Tour Operator

Kumiko Saijo Skyland Tours Ltd. Tour Operator

Gary Huang, Office Manager East Link Travel Tour Operator

Janice Lawandi Digital Content

Creator/Food Blogger

Kitchen Heals Soul Media

Takamitsu Aragane Maple Fun Enterprises Ltd. Tour Operator

WILLIAM SHAN DIRECTOR Caremet International Co. Ltd Tour Operator

Michika Kyoya,Planner Kinki Nippon Tourist Individual Tour Tour Operator

Michael Boetschi Product Manager Knecht Reisen Tour Operator

Satsuki, OHSAWA Travel Journalist Bungeishunju Media

Elizabeth Baird, food writer, author Freelance Media

Beth Thompson Travel Writer Freelance Media

Mary Ann West Executive Producer HuffingtonPost.com Media

Tilo Krause-Duenow C.E.O. Canusa Touristik Tour Operator

Graeme Evans Global Product Manager Travelpack Tour Operator

Dr. Steve Banner Director Wildlife & Wilderness Tour Operator

Jane Sedgwick Worldwide Product

Manager

HF Holidays Tour Operator

Andrew Chapman, Marketing Consultant Bridge&Wickers Tour Operator

Ornella Wietthoff, production assistant Macadam Spirit Tour Operator

Serge Talbot Talbot Tours Inc. Tour Operator

Simon Ellingworth, Assistant Product

Manager

Thomas Cook Signature Tour Operator

Shirley Scobie, Marketing Coordinator CanaDream Campers Inc. Tour Operator

Joanne, Director Let's Canada Tour Operator

Chris Tait, Product Manager Discover Holidays Inc. Tour Operator

Nico, Fong - Project Manager First Express Travel Centre Ltd. Tour Operator

Amy Bailey MyScoop.us Media

Nathan Fong, Journalist Nathan Fong & Associates Media

Stacey Atac - Operations Manager at

Cartan Tours

Cartan Tours Tour Operator


105