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INTRODUCTION
ABOUT OHTO
CHAIR MESSAGE
BOARD OF DIRECTORS 2013-2014
ORGANIZATIONAL CHART
EXECUTIVE DIRECTOR MESSAGE
OHTO BY THE NUMBERS
MAKING THE SHIFT
Realizing the Potential of Rural Tourism
A New Regional Strategy
Timeline of Events
A Solid Foundation
Governance: Achieving Accountability
Research: Remaining at the Forefront of Trends
Tourism Matters
Tourism as an Economic Driver
Tourism Starts With You: Making Shift Happen
Stakeholder Engagement: Reaching Influencers in Our Communities
Workforce Development
It Starts With the Visitor
Our Valued Guest
Meet the Connected Explorer
We are More Than Lakes, Rivers and Trails
An Experiential Approach: Creating Personal Connections
Product Development: Strengthening Our Tourism Experiences
Marketing: Creating an Emotional Appeal Through Story-Telling & Beyond
Generating Buzz
Social Media: Engaging the Visitor
Media and Public Relations (PR): Spreading Our Message Through Targeted Exposure
Where We're Going
Roadmap for the Future
Moving forward
STRENGTHENING PARTNERSHIPS
& COLLABORATION
How You Can Contribute to Tourism Growth
2013 - 2014 OPERATING BUDGET
Table of Contents
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The Ontario’s Highlands Tourism Organization is pleased to share news of the past year’s success and communicate our strategic vision for the future in our 2013-2014 Annual Report.
This report is intended to familiarize you, the reader, with our major accomplishments, programs and projects, offering a closer look at the steps we have taken to meet our business goals, engage stakeholders, collaborate with our partners and tell the stories of what makes Ontario's Highlands the best tourism destination in the province.
With a focus on measurable results, this report functions as a report card of our activities over the past year, presenting not only our operational objectives, but examples of specific outputs and outcomes which demonstrate our progress.
Thank you for taking the time to become informed of what we are working hard to achieve together.
Introduction
OHTO ANNUAL REPORT 13-14
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416
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Smiths Falls
Carleton Place
Pembroke
Petawawa
RenfrewArnprior
EganvilleBarry’s Bay
Perth
Almonte
Madoc
Peterborough
Kaladar
Bancroft Haliburton
North Bay
OTTAWA
KINGSTON
TORONTO
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ALGONQUIN PARK
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WHO WE ARE
The Ontario’s Highlands Tourism Organization (OHTO), also known as Regional Tourism Organization 11 (RTO-11), is one of 13 Regional Tourism Organizations created by the Ontario government to increase tourism to the province. The OHTO was founded in October 2010 and covers a large, predominantly rural region, including Haliburton, Lanark, Renfrew, and portions of Frontenac, Hastings and Lennox & Addington counties. In total, the region spans over 23,000 square kilometers and features scenic wilderness, unspoiled rivers and lakes, unique wildlife, charming small towns, historical sites and friendly communities and people.
The OHTO operates as a not-for-profi t organization and is governed by a Board of Directors who are actively engaged in, or have signifi cant knowledge of, local and regional tourism businesses. Currently, the OHTO has 777 members.
OUR PARTNERS
In an eff ort to eff ectively reach our stakeholders at the local level and generate the greatest impact from our programs, the OHTO works in partnership with established and recognized tourism organizations, municipalities and entities with a mandate to build and support a competitive tourism region. More specifi cally, we regularly collaborate with eight sub-regional marketing organizations, who have established themselves as leaders in tourism development and promotion in their own communities. These organizations include: The Algonquins of Ontario, Bancroft & District Chamber of Commerce, ComfortCountry.ca, #MyHaliburtonHighlands, Lanark County Tourism, Land O’ Lakes Tourist Association, Ott awa Valley Tourist Association, and the Rideau Heritage Route Tourism Association.
About OHTO
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Smiths Falls
Carleton Place
Pembroke
Petawawa
RenfrewArnprior
EganvilleBarry’s Bay
Perth
Almonte
Madoc
Peterborough
Kaladar
Bancroft Haliburton
North Bay
OTTAWA
KINGSTON
TORONTO
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02
ALGONQUIN PARK
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05
LAND O’ LAKES
LANARK COUNTY
HALIBURTON HIGHLANDS
HASTINGS COUNTY
OTTAWA VALLEY
OHTO ANNUAL REPORT 13-14
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DEAR MEMBERS OF OHTO
One of the exciting things about being a member of the OHTO's Board of Directors, as well as the Chair, is seeing the growth of our organization through increased membership and member participation, and the launch of our industry leading programs and activities that have raised the bar on what visitors expect from us and we expect of ourselves. Collaboration between the Board and staff is essential to this success. Adopting a policy governance model for our Board has been instrumental in ensuring that a structure is in place that allows for staff creativity and accountability, while proving stringent oversight. Having devised a policy manual last year, we followed up on our commitment to
continued improvement in Board governance through the implementation of a monitoring system that constantly monitors both the policies and the operational performance of our organization. As a result, I’m very pleased to report our governance model and our operational plans are considered best practice by our funders, the Ministry of Tourism, Culture and Sport.
Another heartening trend in our region is the spirit of collaboration that is developing among our members in the tourism industry, and with municipal and regional political bodies that are embracing tourism as a key economic development strategy. Residents, businesses, politicians and other stakeholders are not only accepting that tourism is important, but becoming excited about promoting tourism as a viable and worthwhile component for our communities' economic and social health.
Thank you for being part of this journey, and I look forward to hearing about your success stories as we build tourism together in the Ontario’s Highlands!
Yours in tourism excellence,
Laurel Smith OHTO Board Chair
Chair Message
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The Ontario’s Highlands Tourism Organization’s Board of Directors is structured to provide for balanced representation from across the region among key tourism sectors, as well as private and non-private industry stakeholders.
Board of Directors 2013-2014
MEET OUR BOARD OF DIRECTORS
Chair Laurel Smith Classic Theatre Festival
Kevin Cruickshank (outgoing) The Loon's Call Campground & Cottage Resort
Anne-Marie Forcier Rideau Heritage Route Tourism Association
Andrea Hagarty (outgoing) Bonnie View Inn and Resort
Byron Hermann Fans of Calabogie Bed and Breakfast
Melissa Marquardt Ottawa Valley Tourist Association
Maria Micallef (outgoing) Heather Lodge
George Offshack Limerick Lake Lodge & Marina
Rob Plumley Lennox & Addington County
Kasey Pollard Hastings County
Trevor Telford (outgoing) The Black River Retreat
Ramona Tremblay (outgoing) The Craftsman Restaurant
Marie White Lanark County Tourism Association
OHTO ANNUAL REPORT 13-14
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Organizational Chart
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Executive Director Message
OHTO ANNUAL REPORT 13-14
It is my pleasure to present to you OHTO’s 2013-2014 Annual Report. Each year, we embark on the journey of creating this report with great enthusiasm, knowing that it provides us with the opportunity to reflect on what we have accomplished, the lessons we have learned and the ways we have utilized those insights towards developing our plans for the future. It also consolidates everything our members would need to know about what we do, how we do it, why we do it and how to get involved.
Our core theme over the past year has been, “Making the Shift”. We have embraced the idea that we, as a rural region in Ontario, have the opportunity to make strategic changes in order to more effectively compete in the tourism market place. The priorities and activities contained in this report are the beginnings of that shift and respond to four key challenges that the OHTO presented to, and which were validated by, the membership during the 2013 Annual General Meeting.
Here’s What You Told Us:
• There is confusion among stakeholders regarding the various levels of tourism support.
• Activities are fragmented due to limited collaboration.
• Tourism is still not perceived as a significant economic driver in our communities.
• Tourism activities in our region are predominantly supply/supplier driven with an emphasis on promotion.
As you read through this report, you’ll see how we’ve responded to these challenges over the last year, setting the foundation for a strong and cohesive tourism industry in Ontario’s Highlands.
Committing to a non-traditional approach to tourism requires a bit of a leap of faith. Only a few destinations around the world have benefitted from the success that comes with embracing a visitor-centric, experience-based approach to tourism development. I am confident that through the leadership of the OHTO Board of Directors, dedication of the OHTO staff, determination of our operators, openness of our regional governments, and ongoing support of the Province to the Regional Tourism Program, Ontario’s Highlands will become one of those destinations.
I look forward to another year of positive change that we can achieve together.
Nicole Whiting Executive Director
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ONTARIO'S HIGHLANDS TOURISM ORGANIZATION
5.7 MILLION$442 MILLION
94%
777
4
3,417
8,413
580
154
1,978
8
3
64,763
visitors in 2011 (latest stats)
spent by visitors to the region in 2011
of visitors to the region live in Ontario
Current members
years in operation
Twitter followers
Facebook 'likes'
attendees at OHTO-led stakeholder outreach events
unique regional businesses participated in OHTO programming
downloads of Ontario's Highlands' mobile app
media FAM trips hosted by Ontario's Highlands in the region
major marketing campaigns deployed in 2013-2014
resulting in . . .
unique visitors to our consumer website
IN THE PAST YEAR
By The Numbers
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MAKING THE SHIFT
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MAKING THE SHIFT
A NEW REGIONAL STRATEGY
In 2013-2014, the Ontario's Highlands Tourism Organization embraced a comprehensive shift in strategy that impacted our approach to all of our activities. After four years in operation under the regional tourism model, we found ourselves in a good place with a solid organizational foundation and understanding of our visitors, partners and communities. Having accomplished this goal, it was time to take tourism to the next level in Ontario's Highlands, by focusing in on what we know about our region and begin to establish a common vision for the future.
Over the past year, the OHTO committed to finding new ways to strengthen our regional identity, sharpen our tourism focus and leave lasting impressions with our guests through a visitor-centric, experience-based approach to marketing and destination development. In the following sections of this report, you will learn more about the specific steps we have taken to "make shift happen" over the past 12 months and beyond; but below you will find a summary of some of the ways we have made a shift, and have asked our members to make as well.
Realizing the Potential of Rural Tourism
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Shifts We Have Made
• Introduced a new visitor-centric regional framework that places the visitor at the heart of tourism development and marketing considerations.
• Focused on promotional efforts that go beyond "things to see and do" in Ontario's Highlands by introducing opportunities for emotional connections and authentic experiences.
• Presented a streamlined collaboration model that enables all tourism players to work more effectively to capture guests at all stages of the visitor life cycle- before, during and after travel.
• Reinforced that tourism success relies on strong local support and collaboration. Shifts We Have Asked Our Members to Make
• Identify and understand your Ideal Guest and focus efforts on addressing their travel habits, motivations and needs.
• Embrace the broader impact of tourism in shaping rural communities, contributing to vitality and fostering growth that benefits everyone.
• Move away from supply-based tourism (selling a "product") in favour of captivating, authentic experiences that get etched into visitors' memories and lead to increased visitation and repeat visits.
• Engage in ongoing collaborative activities that communicate with visitor at all stages of travel.
We look forward to the many opportunities that these shifts will present over the next year and feel confident that as we commit to this journey in concert with our stakeholders, we will attract new guests and more successfully compete in the ever changing tourism market.
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MAKING THE SHIFT
Timeline of Events
Launch of "Head to the Highlands" marketing campaign
Launch of Summer Travel Video Series on YouTube
Phase 2 of "Take Your Best Shot" Social Media Campaign Launched
Financial Audit Completed
Attended TBEX Travel Blogger Conference in Toronto
and TMAC Conference in Saskatoon
OHTO's 3rd Annual Tourism Conference & AGM in Tweed
Board Reaffirms Strategic Priorities
Identification of Connected Explorer as Ideal Guest
Launch of "Like Winter" marketing campaign
Launch of Winter Travel Video Series on YouTube
New Recreational Geology Information Launched on OntariosHighlands.ca
Launch of "Tourism Starts With You: Making Shift Happen"
Stakeholder Campaign and Site Visits
2014-2015 Business Plan Approved by Board of Directors
Attended and presented at Beyond the City Lights Conference in Smiths Falls
Winter Photo Shoot & Launch of OHTO Image Library
Hidden Gems Recreational Geology Brochure Developed
Ride the Highlands Facebook and YouTube Channels Launched
OHTO Travel Media Kit Developed
2013APRIL
MAY
JUNE
OCTOBER
DECEMBER
2014JANUARY
FEBRUARY
MARCH
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GOVERNANCE: ACHIEVING ACCOUNTABILITY As an Ontario not-for-profit corporation, the OHTO is governed by a volunteer industry-led Board of Directors. The Board of OHTO determines the strategic direction of the organization and sets the policy that guides the Executive Director towards determining how to achieve the strategic objectives.
With a commitment to accountability and transparency top of mind, in 2013-2014, the Board's primary focus was to ensure that a governance model was in place to
effectively track the progress on strategic goals. The Board approved the operational plan developed by the Executive Director and monitored performance on a regular basis to ensure that all activities were on track to achieve our goals in the following areas:
A Solid Foundation
Governance Stakeholder Relations
Research Product Development
Workforce Development Marketing
OHTO 2013-2014 Board of Directors
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17Through regular meetings, as well as meetings of three committ ees (Governance Committ ee, Audit Committ ee, Nominating Committ ee), the Board participated in important work around Policy Development, Board Recruitment, Risk Management and Accountability to accomplish this task.
The Board was successful in the following initiatives:
Governance Training/Minimized Risk: In 2013-2014, the Board retained a facilitator and completed governance training to further reinforce roles and responsibilities of Board and Staff and to refi ne Board policies. The policy development in particular has provided an eff ective structure to review policy and monitor compliance of those policies. This has instilled a sense of confi dence in both the Board and staff with respect to anticipating and managing risk.
Alignment of Strategic Goals and Operational Activities:There were three scheduled opportunities for the Board to determine if strategic goals and operational activities
are aligned. The fi nal report of operations for the 2012-13 year was presented and accepted by the Board on May 29, 2013; a mid-year report for the 2013-14 year was presented and accepted by the Board on October 2, 2013; and the business plan for 2014-15 was presented and accepted by the Board on January 20, 2014.
Successful Board Renewal: The Nominating Committ ee streamlined the recruitment process and worked closely with the communities within the region to att ract qualifi ed individuals to sit on the OHTO Board.
Clean Audit: The 2012-2013 audit was completed in May 2013 by Dempsey and Associates, and was reported as clean.
Board evaluations were conducted to rate the
performance of Directors of the Board. Overall,
the Board exceeded its goal of scoring 80% on
the evaluation, with a final score of 83%.83%
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RESEARCH: REMAINING AT THE FOREFRONT OF INDUSTRY TRENDS
The 2013-2014 operational plan, as well as all activities carried out in the past fi scal, were guided by what the data told us. Throughout the year, the OHTO engaged in research opportunities that allowed us to stay competitive in the marketplace through a deep understanding of the latest trends, most up-to-date statistics and new developments in tourism. Equally important was the information we gathered from our tourism operators, partners and stakeholders. Our participation in research activities guided information-based decision making throughout the fi scal.
The OHTO was successful in the following areas:
Increased Internal and External Decision-Making Capabilities: The OHTO att ended industry events, conducted ongoing secondary research and further refi ned our understanding of target markets, as well as industry readiness to meet the needs of these target markets.
Secondary research sources have included:
• Statistics Canada - Travel Survey of Residents of Canada, the Canadian Travel Survey and the International Travel Survey
• Canadian Tourism Commission (CTC)
• Ontario Tourism Marketing Partnership Corporation (OTMPC)- Consumer Segmentation Research
• Destination Marketing Association International
• Ministry of Tourism Culture and Sport (MTCS) – Tourism Research Unit - Regional Profi le Data
High Satisfaction Level of Access to Industry Trends Among Board Members: The Board relies on up to date access to industry trends and information to eff ectively identify and prioritize strategic objectives. Through policy, staff is delegated the responsibility for providing communication and counsel to the Board and in December 2013 was found in compliance with that policy.
Increased Credibility as an Organization: Research-based decision making by the OHTO has instilled confi dence in our membership and inspired other organizations to adopt a similar approach. The OHTO is oft en called upon to provide research statistics that are utilized by other organizations.
The number of industry conferences
and events that OHTO staff attended to
stay informed of trends and research.
These included: 8
1. GMIST Gros Morne Edge of the Wedge
2. On-line Revealed
3. Rendez-Vous Canada
4. Canadian Tourism Marketing Summit
5. Symposium for the Performing Art in Rural Canada
6. Beyond the City Lights
7. Ott awa Outdoor Adventure Show
8. Toronto Outdoor Adventure Show
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TOURISM AS AN ECONOMIC DRIVER The OHTO has worked hard in 2013-2014 to develop a sense of urgency around tourism in the region by highlighting the industry's role as an economic driver that benefits everyone in the community. We introduced a new regional strategy that encouraged regional businesses to see themselves through a tourism lens and recognize that all companies -- not just accommodators,
restaurants, and attractions, but small shops, gas stations and even food trucks -- have the potential to "WOW" guests, making for a memorable travel destination that inspires repeat visits and extends stays.
Today, more of our communities understand and appreciate the broader economic impact of tourism, and the OHTO has seen an increase in engaged, eager operators who are ready to collaborate in order to achieve the vision for tourism in Ontario's Highlands.
Tourism Matters
MAKING THE SHIFT
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TOURISM STARTS WITH YOU: MAKING SHIFT HAPPEN
In the early part of 2013, the OHTO launched the “Tourism Starts with You” stakeholder engagement initiative with an emphasis on att racting owners/operators with the message that “Tourism is a major economic driver for businesses and communities like yours.” Realizing from this campaign that one-on-one meetings with operators were successful in membership conversion 100 percent of the time, and highly eff ective at gett ing members excited about the work that OHTO is doing and ways to participate, the OHTO launched a follow-up campaign, "Making Shift Happen" in January 2014.
The purpose of this campaign was to drive membership, inform members that they are a key part in building tourism across the region, introduce a visitor-centric marketing and destination development focus, and present them with the OHTO's new regional strategy through the Tourism Starts With You: Making Shift Happen in Ontario's Highlands guide.
A variety of promotional and engagement strategies
were involved in the campaign, including a microsite, an invite in the form of a compelling postcard, the distribution of "Making Shift Happen" butt ons and the employment of wipe boards encouraging operators to list their strategies for creating change in their businesses and communities.
A total of 102 one-on-one site visits were arranged with operators from across Lanark County between February and April 2014 as part of the "Making Shift Happen" campaign, resulting in new memberships, stories and partnerships for the organization. By transposing this eff ort into other parts of the region in the future, the OHTO hopes to reach out and provide mechanisms for partners and members to move forward with the new regional strategy.
STAKEHOLDER ENGAGEMENT: REACHING INFLUENCERS IN OUR COMMUNITIES
The OHTO focused on engaging and educating our stakeholders on a regular, timely and consistent basisthroughout the 2013-2014 fi scal. We worked extensively with our partners to increase stakeholder participation in our initiatives and invested in developing our regional tourism capacity. We have been able to eff ectively reach the infl uencers and early adopters in our communities. They are actively involved in our programming and proactively staying informed and we are on track to achieving our goals.
We achieved this through the following ways:
Membership Care Program: The OHTO made one-on-one outreach calls to members and potential members between April and May 2013 and again from January to March 2014. Outreach calls were also made to recruit att endees to the AGM in October 2013. This has been a very eff ective way to drive membership and att endance.
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21Stakeholder Events: The OHTO met with municipalities, organizations and individuals to share regional strategies, priorities, and opportunities for partnerships. This remained consistent with our corporate objectives of community accountability and allowed us to build new linkages throughout the region.
Communications: Seventy percent of OHTO's members are signed up to receive the organization's monthly newslett er, the Highlands Highlight, surpassing the goal of 50 percent. The OHTO has worked over the last year to enhance its digital communications with members, including the launch of an industry-specifi c Twitt er account, @ohtoInsider, which currently has 90 followers.
The number of community presentations
the OHTO delivered across the region. These
presentations focused specifically on the
mandate of our organization, presented
our regional strategy and opportunities
for stakeholder involvement. The number
of presentations exceeded our goal of eight.
Key successes in this area included greater
awareness of the OHTO and what our
organization does, as well as a greater
understanding of the importance of
collaboration, a greater appreciation of
the value of tourism, and more operators
thinking beyond their own business.
12
Percentage of attendees to OHTO-led
stakeholder events, including the 3rd Annual
AGM & Tourism Conference, who rated their
level of satisfaction as "High".100%
The industry standard for newsletter open
rates. The Highlands Highlight reached an
average open rate of 33 percent in 2013-2014,
nearly double the industry standard.17%
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Partnerships: Eight new partnerships were formed through the Tourism Development Partnership Program. Projects included:
Participation in Programs: A total of 154 unique businesses participated in OHTO programming. Additionally, 453 stakeholders participated in workshop training and 33 packages were submitted for sale on ontarioshighlands.ca.
WORKFORCE DEVELOPMENT Encouraging and providing opportunities for stakeholders to develop skills to meet and exceed industry standards and guest expectations continued to be a focus over the past year. Workforce development programs were re-framed within the context of the regional strategy, with opportunities for stakeholders to learn more about becoming visitor-centric and build the skills to meet increasingly demanding visitor expectations, through several supportive programs aimed at supporting businesses and communities towards fulfilling the visitor experience.
OHvation Customer Service Designation Program: In total, 125 businesses and organizations were assessed through the OHvation Customer Service Designation Program in 2013-2014, consistent with last year’s performance and overall industry engagement standards.
Tourism Workshop Partnership Program: Over the last year, over 450 participants attended 18 OHTO- led training workshops, exceeding expectations by 31 percent. There was a 96 percent participation satisfaction rate with the workshops. Additionally, a workshop impact survey was conducted to assess the effectiveness of the trainings, and 86 percent of survey respondents indicated the workshops made a positive impact for their business/organization.
Destination Development Plan for Lanark County
Governance and Strategic Planning for Bancroft and District Chamber of Commerce
Tourism Services Review – Hastings County
Opportunity Assessment of Calabogie as a Cultural Destination – Township of Greater Madawaska
Rail to Trail Assessment – Renfrew County
Chris Robinson Travel Show – Various partners
Rendezvous Canada 2014 – Various partners
Toronto Outdoor Adventure Show – Various partners
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OUR VALUED GUEST Understanding that we cannot be all things to all people, in 2013-2014, the OHTO partnered with the provincial RTOs and to Ontario Tourism Marketing Partnership Corporation (OTMPC) in an effort to identify and understand an "Ideal Guest" for the region. An extensive study of consumer insight research was conducted and resulted in an introduction of 12 consumer profiles with the potential to support tourism growth in Ontario. The Connected Explorer was identified as the consumer segment with the greatest potential for growth in Ontario's Highlands for the following reasons:
This Ideal Guest has the greatest potential to grow tourism in the region and has become the reference point for prioritizing our tourism development efforts. This focused visitor-centric strategy has allowed for tailored communications with the visitor and an ability to form personal connections with them, making travel to the region more relevant and appealing than ever. The OHTO dug deeper to understand the best techniques for inviting Connected Explorers to visit, exceeding their expectations when they arrive, and reconnecting with them after they have returned home. With this anchoring visitor philosophy, our residents, businesses, community organizations and government can more effectively collaborate towards developing and implementing action plans that are based on the needs of the visitor resulting in greater return on investment.1. Ontario’s Highlands is on their radar:
Above average interest in visiting the region in the next two years
2. Higher spend on travel: Above average annual household travel budget ($4,267)
3. They love to travel: Above average number of trips in the past 12 months (3.6)
4. They are looking for a breadth of experiences: Higher average number of activities taken on a trip (10.2 versus 6.1 of total travelers)
5. They are looking to expand their horizons: As an unknown entity, Ontario’s Highlands offers the Connected Explorer an authentic experience which satisfies their desire to expand horizons
6. Positive Word of Mouth: They like to share stories of their travels especially through social media making this market an economical choice to influence.
It Starts with the Visitor
MAKING THE SHIFT
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MEET THE CONNECTED EXPLORER
DEMOGRAPHICS
LIFESTYLE ATTITUDES
TRAVEL MOTIVATORS
MEDIA CONSUMPTION
TRAVEL ATTITUDES
Gender: 53% Female 47% Male
» I am an infl uencer. People look to me for advice. » I want to do what the locals do and be exposed to
local customs and routines.
» I need to escape everyday life from time to time andseek new experiences.
» I want to connect and share stories through social networks, especially after my travels.
» Relax and relieve stress » See or do something new or di� erent » Create lasting memories
» Have fun and be entertained » Enrich my relationship with partner
and/or children
» Reading the newspaper, especially reading the news on my computer
» Reading magazines, especially travel magazines
» Using the Internet, especially to plan all aspects of travel
» Using social networks, especially Facebook » Using tablets & smart phones during travel
» Visiting nature parks » Visiting scenic
landmarks » Taking a nature or
science learning trip
» Snowmobiling » Skiing/snowboarding » Camping » Hiking/climbing » Visiting the beach » Boating/sailing » Canoeing/Kayaking
» Visiting small towns and villages
» Riding a motorcycle » Touring by bus/boat
» Theatre and concerts » Music festivals » Cultural events
THROUGHMY TRAVELS,I LOOK TO...
MORE THAN OTHER TRAVELLERS, YOU WILL FIND ME:
For me, travel is a break to escape the everyday. I take in an above average number of activities per trip. I also like to travel to places o� the beaten path and discover the undiscovered.
Connected Explorers have a psychological need to take a break from the everyday. They are a confident, youthful, optimistic group. They have a deep-seated need to travel and expose themselves to many new experiences and
learning opportunities. Travel for them is about expanding their horizons and escaping the everyday.
I seek authentic experiences and want to take it all in! I take in an above average number of activities per trip. Some things I look for when I travel include:
Age 18-34: 44%Age 35-54: 41%
Household Income: $93,080Average Travel Budget: $4,267
Average Trip Party Size: 2.8Average Trip Length: 5.8 Days
NATURE SIGHTSEEING OUTDOOR ADVENTURE TOURING FESTIVALS/EVENTS
TRAVEL ACTIVITIES
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AN EXPERIENTIAL APPROACH: CREATING PERSONAL CONNECTIONS
The tourism landscape has changed, and in 2013-2014, the OHTO made a shift along with it, focusing away from a supply-based approach to destination development and marketing (highlighting the activities and products offered in the region) to one that truly speaks to guests' desire for memorable travel experiences. Understanding that people travel because they want to enrich their lives in some way - whether it’s reconnecting with loved ones, discovering the undiscovered, or escaping the Big City - the OHTO dug deep into the CIR research outlining the travel motivations of our Ideal Guest, and allowed this research to shape how our region approaches tourism development. Through various
experience development initiatives, the OHTO is not only galvanizing a captivating regional identity in our communities but our promotional efforts now go beyond things to see and do in Ontario’s Highlands by introducing opportunities for emotional connections and authentic experiences at all stages of the visitor experience.
PRODUCT DEVELOPMENT: STRENGTHENING OUR TOURISM EXPERIENCES In 2013-2014, the OHTO set out to differentiate the region from our competitors through improving existing and creating new tourism experiences.
We are More Than Lakes, Rivers and Trails
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We accomplished this task in the following ways:
Increased Collaboration in Experiential Development in Industry: Over the past year, the OHTO has been working towards communicating the visitor's expectation and preference for tourism experiences and we are still in the process of laying this foundation with the industry and partners. A number of activities took place that work towards achieving a collective understanding of and support for the regional strategy among stakeholders. Our Tourism Conference in Oct 2013 underscored this theme and rallied the industry to be more actively engaged and participatory. Additionally, training workshops continue to hold value for the industry beyond skills development and learning, as some of the best collaboration across the region occurs through the workshops when partners network, build and sustain tourism partnerships and gain regional product awareness, all critical components of experience development.
Increase in New Tourism Experiences - Ride the Highlands: The OHTO hired BC Hughes, motorcycle tourism specialists, to develop the region into a motorcycle destination in 2013. Over the course of the year, the project launched new signature routes in
Ontario's Highlands and there has been a tremendous response from motorcycle-friendly businesses and communities around this initiative in 2013-2014. In particular, there was interest because the experience development celebrates the history and the people that the region is known for. This connection to our communities has been well-received and has generated interest from businesses that had not previously catered to the motorcycle market. The assessment phase exceeded expectations and positioned Ontario's Highlands as the premier destination for motorcycling in Ontario.
Improvement of Existing Tourism Experiences - Recreational Geology: Eff orts to facilitate continued enhancement and development of the regional Recreational Geology off ering by local partners and other regional stakeholders in 2013-2014 included: providing support to stakeholders by way of information and expertise regarding physical resources, project ideas
The number of motorcycle-friendly operators
in Ontario's Highlands identified in 2013 following
a comprehensive assessment by BC Hughes.100+
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and regional tie-ins; assistance with the development of experiential products such as itineraries and interpretive activities; guidance regarding funding and partnership opportunities. The OHTO also established a working relationship with the Central Canadian Federation of Mineralogical Societies (CCFMS) and, as a result of our efforts, two clubs have established programs of exploration for new sites within the region in consultation with the OHTO Recreational Geology Coordinator, and the OHTO has been approached to assist in the development of a certification program for mineral collecting trip field-guides. In addition, the OHTO worked with the Municipality of Highlands East to transition to self-sufficiency through the dedication of in-house resources; developed an OHTO tour-planner and promotional materials with receptive tour operator, Holly Blefgen, for Rendez-Vous Canada 2014; and strengthened existing partnerships to advance a higher level of development of the regional offering.
Improvement of Existing Tourism Experiences - Packaging Program: The packaging program was developed to equip the industry with the tools to effectively enhance the tourism experiences in the region. While feedback regarding the training delivered and the impact it has made on businesses has been positive, package creation has not materialized to the level anticipated. The OHTO is, however, pleased with the experiential nature of the packages that continue to be submitted, showcasing a growth in the industry as far as an understanding of this very important strategic shift.
MARKETING: CREATING AN EMOTIONAL APPEAL THROUGH STORY-TELLING & BEYOND In its 2013-2014 business plan, the OHTO's marketing objective was to differentiate the region from our competitors through unique, cutting edge and measurable marketing that effectively reached our target markets. The OHTO set out to accomplish this goal by increasing awareness of the tourism products available in Ontario's Highlands and increasing consumer engagement with the Ontario's Highlands brand. At the heart of all marketing activities was the Ideal Guest. Through emotional messaging, the use of signature words identified through research as speaking to our target market, and an introduction to compelling storytelling, the OHTO was able to begin making personal connections with our visitors.
We did this through the following initiatives:
Marketing Development for Ride the Highlands: The Marketing Plan for the motorcycle project was completed in 2013-2014 and moved into the roll out phase. Notable marketing initiatives to aid in the launch of the project included the creation of RidetheHighlands.ca, a tool to help riders plan their trips; a Ride the Highlands Brand Toolkit that creatively conceptualized the project and key messaging; in-market motorcycle collateral including Motorcycle Only parking signs, Motorcycle 'Approved' window decals and locally handmade custom kick stand pads; motorcycle media FAM trip planning and the development of a Ride the Highlands Facebook page.
The Story
A key component of the Ride the Highlands Brand Toolkit was the creative story and messaging behind the brand. The story behind the motorcycle product was centred on the story of ‘The Road’ and those who
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The number of experiential packages that
were developed in 2013-2014 and posted to
the OHTO's consumer site.33
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built it by hand. It appealed to rider's desire for a travel experience steeped in exhilaration and authenticity:
The Road is the spine on which all
riders will travel to explore the region. The
Road is the reason that riding in Ontario’s
Highlands is so spectacular. The Road is the
thread that provides exhilarating riding
experiences all while connecting great people,
places, and food. It provides the foundation
of the ultimate motorcycle road trip.
Marketing Development for Recreational Geology: The Recreational Geology project shift ed from on-the-ground product development to coordinating the development of the visitor experience. Imagery and content was collected and marketing and promotional
eff orts were deployed. Marketing activities used to promote the Recreational Geology experience included: a photo grab tour of the region by Coordinator Michael Bainbridge to gather imagery for a recreational geology photo library; overhaul of the recreational geology section of Ontario's Highlands' consumer website with new information, photos and things to see and do; the production of Hidden Gems, an in-market brochure to cross-promote the various recreational geology experiences in the region; planning for the development of Visitor Engagement Stations.
The Story
In order to engage visitors, the OHTO's Recreational Geology Coordinator worked with the organization to develop a visitor-friendly "Story of Our Earth" that not only captured the formation of one the country's most unique and diverse geological landscapes, but how recreational geology has shaped the way people have interacted with the land for generations. Appealing to visitors' sense of curiosity and discovery, the story explains the impact that geology had on the past -- the hardships
Ride the Highlands
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endured by a region that was once the biggest mining district in Canada -- and the way it continues to impact the way we live, work and play in Ontario's Highlands
Geology is a detective story — a
reading of the rocks to learn the secret history
of the Earth. Our region features one of the
most unusual, rich and diverse geological
environments in the whole country, making
Ontario’s Highlands an important part of that
story. Recreational Geology also impacts our
past and present way of life — our Geoheritage.
From the unique taste of Ontario’s best maple
syrup, to the exhilarating curves and scenic
vistas along some of the Province’s best
touring routes, our geology influences every
aspect of how we live, work, and play here in
Ontario’s Highlands.
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The number of Hidden Gems brochures printed
and distributed by the OHTO in early 2014. The
brochures were a huge success, with many
recreational geology sites calling our offices
within weeks, requesting additional copies.
5,000
Recreational Geology
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Marketing Campaigns: The OHTO increased awareness of the region's tourism off erings through the deployment of three marketing campaigns in 2013-2014. Each campaign had a strong call-to-action that encouraged a high level of consumer engagement.
1) "Head to the Highlands" Campaign - Summer 2013
This campaign drove visitors to a microsite for exclusive summer getaway packages featured captivating imagery showcasing key travel experiences available in the region.
2) "Take Your Best Shot" Facebook Campaign - Summer 2013
This two-stage campaign fi rst engaged visitors by asking them to Like and Share Ontario's Highlands' Facebook page for a change to win one of 10 GoPro cameras. During the second stage, the GoPro winners had a chance to compete for a $5,000 Ontario's Highlands getaway. The fi nalists were given a trip and asked to use their new GoPro camera to capture their experience. They submitt ed their best photos and video experiences
to Ontario’s Highlands for sharing and voting on an Ontario’s Highlands microsite. The post with the most ‘Likes’ at the end of the promotion was awarded the grand prize.
This campaign encouraged visitors to interact with the Ontario's Highlands brand and, for a fi rst time, share their stories.
3) "Like Winter" Social Media Campaign - Winter 2013/14
This campaign saw the development of a Facebook App where visitors were asked to vote for their favourite Ontario's Highlands winter experience for a chance to win a $1,000 Mountain Equipment Co-op gift card. The Campaign theme, “Like Winter”, served as a double
"Head to the Highlands" Campaign
"Take Your Best Shot" Facebook Campaign
Total number of contest entries during
the "Take Your Best Shot" campaign. 3,232
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entendre, on one hand encouraging guests to enjoy the typically underappreciated frosty season, while on the other hand serving as a direct call-to-action to follow ("like") the organization on Facebook. Throughout the campaign, the OHTO promoted premier winter experiences available in the region and deployed "Out Here.." messaging and visuals to help create the sense of a true winter getaway located right in visitors' backyards.
The Story:
The campaign focused on a story centred around the Connected Explorer escaping the city and rediscovering the wonder of winter. The messaging was playful and simple, juxtaposing typically urban winter experiences (rush hour, traffi c, staying indoors) with relaxing, thrilling and memorable experiences in rural Ontario's Highlands (snow days, leisurely skiing, fl ying down a ski slope). Social media messages also followed this approach, drawing on experiential wording and att empting to place the visitor in the moment.
In Ontario’s Highlands, every twist,
loop and bend of the landscape is seen
through the blur of foggy goggles; every
hill is experienced within the serene backdrop
of white-covered tree tops; every carve is
accompanied by excited breaths of fresh, crisp
air and every brag-worthy moment begins in
a cloud of white fluffy dust that only settles
once you conquer the thrill of flying.
Summer and Winter Travel Video Series: A series of summer and winter travel videos were produced and
New Facebook "likes" to Ontario's Highlands'
page during the "Like Winter" campaign. That's
an increase of nearly 50 percent in just six weeks. 2,729
"Like Winter" Social Media Campaign
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posted to the Ontario’s Highlands YouTube channel. The concept and messaging for both series was centred around the seasonal campaigns.
Revitalization of Visual Assets: The OHTO initiated a project to revitalize and capture new visual assets, including still photography and video. The goal of the project was to generate imagery to align with OHTO’s shift towards experiential marketing. The fi rst photo shoot was completed in March 2014 with another shoot scheduled for the summer of 2014.
Digital Assets: The OHTO continued making enhancements and seasonal content updates to its digital properties including Ontarioshighlands.ca and Ohto.ca. Our organization worked with Search Engine People to ensure that content was SEO-optimized and ranked high in searches.
Core Theme Development: In the later stages of the 2013-2014 fi scal, the OHTO began delving into a project to identify the region's Core Themes. The themes were projected to speak to the travel motivations of the Connected Explorer and become an anchoring piece for all future marketing campaigns, product development activities and communications projects.
Total number of unique website visits
to OHTO's digital channels in the last year. 103,043
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SOCIAL MEDIA: ENGAGING THE VISITOR Over the last year, the OHTO strategically used social media to initiate conversations with visitors and assist with building brand awareness, loyalty and engagement. Guided by CIR research which told us that Connected
Explorers engage in social media more than the average consumer, we focused our attention on Facebook and Twitter, the primary social channels used by this target group. The OHTO also reached out to visitors through a compelling YouTube channel that featured a series of summer and winter travel videos related to our campaigns.
Generating Buzz
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Social Media was used to:
• Tell the stories of Ontario's Highlands' land and people
• Promote our region's experiences and communities
• Increase "word of mouth" endorsements/shares
• Foster a shift toward a two-way, interactive form of communication with consumers (back-and-forth dialogue rather than one-sided)
• Create a more engaged/invested consumer
• Develop user-generated (free) content, including photos
• Position Ontario's Highlands as a progressive and technologically-adept organization
• House seasonal campaigns and promotions ("Take Your Best Shot" and "Like Winter")
• Connect with, stay up-to-date on the activities of, and promote experiences relating to, our tourism partners and businesses in the region
• Communicate with OHTO stakeholders via the @ohtoInsider Twitt er account
Ontario's Highlands on Facebook
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Campaign-specifi c social media calendars were developed and executed, driving engagement during high-traffi c summer and winter months. The OHTO made plans to rollout a brand-specifi c hashtag (#OHletsgo) and leverage its Instagram account to showcase experiential imagery relating to the region, in 2014-2015.
Average number of daily user engagements
with the Ontario's Highlands brand on our
Facebook page in Q4 of last year.209
Number of new Twitter followers to
@onHighlands account over the last year.1,199
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Ontario's Highlands on Twitter
Ontario's Highlands on Instagram
Amount by which OHTO's Facebook "likes"
increased in the second half of the 2013-2014
fiscal, growing from 3538 users to 7796 in just
six months. A majority of the increase occurred
during the "Like Winter" campaign, which
engaged social media followers through a
mix of images, videos, media coverage links,
winter operator profiles and a call-to-action to
vote in order to win a grand prize. Users had
to "like" OHTO's Facebook page in order to enter
the contest, which is believed to be a large
contributor to the increase in followers, as
well as the use of promoted posts which were
targeted at users who did not already "like"
Ontario's Highlands, but whose demographics
fit that of the Connected Explorer and who
showed an interest in winter activities.
120%
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MEDIA AND PUBLIC RELATIONS (PR): SPREADING OUR MESSAGE THROUGH TARGETED EXPOSURE
With major foundational pieces in place, 2013-2014 was the year for the OHTO to begin developing and implementing strategic Media Relations and PR initiatives in hopes of generating buzz around the region and increasing visitor awareness through positive and infl uential media coverage. Understanding that today's visitors seek out referrals before choosing to travel to a destination, the OHTO saw great value in pursuing media relations activities, resulting in unpaid recommendations for travel to the region, in addition to traditional advertising methods.
Our promotional eff orts included:
Press Releases: A total of 13 press releases were distributed to destination and local media, highlighting the latest organizational developments and visitor opportunities. Press releases resulted in direct coverage, new relationships with the media, and press trips.
FAM Tours: The OHTO hosted a total of eight media FAM tours during the year. Individual press trips opportunities were pursued and replaced the work allocated to organizing group press trips. By working with the media one-on-one, the OHTO was able to tailor itineraries to the specifi c angles and interests of each outlet, maximizing opportunities for engaging coverage about Ontario's Highlands. The OHTO worked in collaboration with operators and local businesses from across the entire region to organize trips around key initiatives and welcome media --including print, online and bloggers -- to our rural "escape".
Media FAM Example – Toronto StarIn January 2014, the OHTO organized a press trip for Sherryl Sobie Cooke, a freelance writer with the Toronto Star. As part of the promotional eff ort for our "Like Winter" campaign, the angle of the trip was a family getaway to Ontario's Highlands' winter wonderland that focused on fi nding rural gems and gett ing to know the welcoming people in our region. The OHTO worked closely with Sherryl to design an itinerary that spoke directly to her outlet and accommodated a family of four.
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Taking her as far across the region as we could given the weekend timeframe, the trip included a "Learning to Ski" day at Sir's Sam's Ski & Bike in Haliburton, a visit to Addison's Restaurant in Northbrook and a day of snowshoeing and maple experiences at Wheeler's Maple Syrup Camp & Sugar Bush in Lanark. The trip resulted in two Toronto Star weekend features on the front pages of the "Travel" and "Wheels" sections, as well as various online mentions. Operators who helped host Sherryl and her family benefi ted from increased att ention and visitation. Our favourite feedback came from Andrea Hagarty, owner of the Bonnie View in Haliburton. One of the photos in the article showed Sherryl's family, exhausted from their winter adventures, laying in the snow outside her resort and making snow angles. According to Andrea, since the articles ran, she's had unique requests from new visitors who wanted to re-create the photo moment in the exact same spot!
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The total number of media mentions Ontario's
Highlands received last year, showcasing the
stories of our land and people in outlets
including Cottage Life, Vacay.ca, Toronto Sun,
Canoe.ca and Toronto Star.
170
Toronto Star Travel Feature
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Media Kit: The OHTO developed a comprehensive 40-page Media Kit in March 2014. The kit outlined 15 key stories and pitches in Ontario's Highlands, and presented opportunities for the media to get involved with our organization. In order to present an authentic picture of the region and eff ectively promote the experiences available in our communities, only local photography was used throughout the book. The Media Kit was distributed at travel media conferences in Spring 2014 and an electronic version was posted online and emailed to all media contacts.
Some of the pitches included:
• Charming Downtowns
• "Anti-Vegas" Girls Getaways
• One-of-a Kind Accommodations
• Rural Romance
• Discover the Undiscovered
• Travel Back in Time
• Find Out What You're Made Of
• Ride the Highlands
• Dig for Buried Treasure
• Learn to Love Winter
• Wacky Foodie Tour
Ontario's Highlands Media Kit
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Blogger Outreach: In addition to local and travel media outlets, media relations focus was given to travel bloggers from the Toronto/Ottawa areas with already-established sites and large social media followings. Bloggers were included in press release distribution lists and approached with individual FAM tour opportunities. They contributed compelling content (posts, photos and videos hosted on their individual blogs) based on personal experiences, and helped to tell the stories of what sets Ontario’s Highlands apart from our competitors. Over the last year, the OHTO has worked with bloggers from Just Kids Travel, The Bassassins, Canada's Great Outdoors, Living on Life, Days Out Ontario, Coffee with Julie, The Calculated Traveller, Not Without My Passport, Turnip Seed Travel and others. Many of these bloggers were hosted on FAMs.
Travel Media Conferences: Two travel media conferences, TBEX and TMAC, were attended in 2013-2014. The conferences allowed the OHTO to network with travel writers, editors and bloggers and engage in personal development sessions focused on media relations. The relationships, leads and connections established at these conferences helped the OHTO to effectively meet and, in fact, surpass, all of its media relations goals for the fiscal.
The total advertising value the OHTO generated
as a result of its media relations efforts this past
year, exceeding the goal of $60,000.
$255, 923
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ROADMAP FOR THE FUTURE The Ontario’s Highlands Tourism Organization is proud of the successes we have seen over the past year. Since the end of our 2013-2014 fiscal, we have been busy working towards our strategic objectives for 2014-2015, continuing on the road to a new, invigorated brand platform and strategic framework. We are pleased to provide a sneak peek of some of the ways we have been “making shift happen” since April 1, 2014, focusing on visitor-centric experiences. A full report on these projects and outcomes will be included in the 2014-2015 Annual Report.
April 2014: OHTO Releases Tourism Starts With You: Making Shift Happen Guide – Presenting our new regional strategy to tourism operators across the region, the OHTO released a new guide (in print and digital) with information on how members can make an impact by creating captivating, authentic and memorable tourism experiences that speak to the needs of the guest and lead to repeat visits. Along with images that showcased dedicated tourism businesses from within Ontario's Highlands, the guide turned traditional thinking about tourism on its head by asking operators to shift away from marketing "products", and move towards an experiential marketing of our region's unique
Where We're Going
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people, stories and memorable experiences. The guide was distributed during one-on-one site visits as part of the “Tourism Starts With You” campaign. A campaign website, www.tourismstartswithyou.ca, was also updated.
April 2014: Social Media Brand Ambassador Hired – Carly Freeman, OHTO’s Social Media Brand Ambassador, was hired to tell the story of Ontario’s Highlands from a visitor’s point of view. Armed with a smartphone, map, and a hashtag, Carly’s “Great Escape” Road Trip officially started in May 2014 as part of the “OH Let’s Go” Summer Campaign. Over the summer months, Carly has been instrumental in helping us spread the word about the breadth of tourism experiences available in Ontario’s Highlands by sharing her experiences, stories and photos through a blog and OHTO’s social media channels.
May 2014: “OH Let’s Go” Summer Campaign Launched – Our summer campaign launched, effectively creating emotional appeal between the visitor and the region
and increasing the social conversation about Ontario’s Highlands on a campaign microsite, ohletsgo.ca, through the use of an #OHLetsGo hashtag.
May 2014: Understanding the Ideal Guest – Using Consumer Insights Research from the OTMPC, the OHTO completed a "deep dive" into the travel attitudes and types of experiences sought by Connected Explorers in order to distinguish what this Ideal Guest is looking for in a destination, and assist with regional theme development.
May 2014: Identification of Core Regional Themes – Focusing on the needs of the visitor, the OHTO began working towards identifying core themes for Ontario's Highlands that would appeal to the Connected Explorer and become the anchoring piece of the brand platform moving forward. The OHTO worked with Tourism Cafe Canada on an initial phase that involved carefully narrowing down a handful of possible themes for the region.
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May 2014: Ride the Highlands Website Goes Live – The motorcycle tourism website, RidetheHighlands.ca, was launched as a tool to help riders plan their trips. It encompassed the story of the people and the roads, and reinforced the message that Ontario's Highlands is the ultimate motorcycle playground.
May 2014: Hidden Gems Brochure Distributed at Recreational Geology Sites – The OHTO released Hidden Gems, an in-destination brochure highlighting the Recreational Geology sites across Ontario's Highlands. Recreational Geology sites and Visitor Information Centres began displaying and distributing
the brochures, drawing att ention to some of the most unique experiences in Ontario’s Highlands.
June 2014: #OHRocks Photo-Ops Signs Installed - To aid in the brochure launch, the OHTO rolled out a unique in-market activation and branding activity around Recreational Geology aimed at increasing visitor engagement and encouraging a conversation around Ontario’s Highlands’ special geology att ractions on social media. ‘Photo-op’ signs were installed at 19 Recreational Geology sites across Ontario’s Highlands showcasing a unique vista or scene in the background. Visitors were encouraged to snap their picture in the Polaroid sign and share it on social media using #OHRocks.
June 2014: Motorcycle Collateral Distributed & Ad Campaign Launched - Motorcycle Only Parking Signs, Motorcycle ‘Approved’ Window Decals, and locally handmade custom kick stand pads were distributed to motorcycle-approved businesses across Ontario’s Highlands. To support the launch of the motorcycle product, a digital advertising plan was launched,
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targeting motorcycle enthusiasts.
August 2014: OHTO Retains New Marketing Agency of Record – The OHTO signed on Karo Group, an award-winning integrated creative agency and leader in experiential tourism in Canada, as its new Marketing Agency of Record.
September 2014: Karo Group Holds Member Marketing Sessions – Karo Group held four stakeholder sessions in Madoc, Bancroft, Calabogie and Perth, presenting members with the “path to purchase” lifecycle of visitors to Ontario’s Highlands, information on the best media, digital and social tools for our region, and strategies for creating personal connections with the Ideal Guest.
MOVING FORWARD Over the next few months, the OHTO looks forward to:
• Working with Karo Group to implement a
compelling brand strategy that generates greater brand affinity to the region for both consumers and stakeholders.
• Identifying marketable themes of the region to guide destination development and promotional initiatives.
• Launching a compelling winter marketing campaign that capitalizes on the gains we have made in our “OH Lets’ Go” summer campaign and engages visitors through continued use of social media and the #OHletsgo hashtag.
• Continuing our commitment to our strategic priorities, as well as a visitor-centric regional strategy that places the Ideal Guest at the heart of all activities.
The Ontario's Highlands Tourism Organization thanks all of our partners for their support and collaboration, and looks forward to another great year of tourism growth and successes.
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STRENGTHENING PARTNERSHIPS & COLLABORATION
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HOW YOU CAN CONTRIBUTE TO TOURISM GROWTH Collaboration is a core value of the OHTO. It is our belief no one organization, business, or individual is capable of growing tourism in the region. In order to realize the potential of our industry it is imperative all groups at all levels work together. We are committed to understanding the needs of our industry and responding with programming aimed at enabling collaboration and the achievement of excellence in tourism. In order for our goals to be realized, member participation is key. We offer a number of ways to increase your engagement with us in order to stay informed of opportunities to contribute, and to deliver on the customer experience for the Ideal Guest through all stages of travel.
1) Pre-Trip
Consumer Website
OHTO’s consumer website, Ontarioshighlands.ca, is a key digital asset in the promotion of the region to visitors. It communicates the main benefits of choosing Ontario’s Highlands as a travel destination.
Every OHTO member receives a listing on the consumer website providing the opportunity to directly connect to visitors looking for specific experiences. It is beneficial for members to utilize this listing and update their information to communicate to visitors a compelling and attractive offer. Support is available to develop content and imagery to enhance the listing.
STRENGTHENING PARTNERSHIPS & COLLABORATION
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46Provide Incentives for Marketing Initiatives
The response rate of marketing initiatives increases when an incentive is offered in line with a promotion. Incentives can occur in the form of discount offerings, prize offerings, or package development.
OHTO integrates incentives into marketing campaigns in an effort to increase consumer response and to directly connect partners to the visitor. Members who provide incentives for promotion in marketing campaigns will directly benefit from being featured. The only cost to the partner is the cost of the incentive.
Social Media
Social Media is a central focus to the OHTO marketing strategy. Both Facebook and Twitter serve as a primary source for connecting to the consumer, promoting the region, and encouraging interaction with visitors.
OHTO’s social media platforms provide the opportunity
for partners to promote their business or activity to a larger audience. Whether it is a distinctive experience, special event, or unique story, share it with the OHTO for promotion on our social media pages. Spread the word and leverage your message!
TripAdvisor
Visitors are placing an increasingly high value on travel review sites. Seventy-nine percent of Connected Explorers in particular use review sites on their mobile devices while travelling. These sites are growing in popularity as key decision-making factors in trip planning.
TripAdvisor is the world’s largest travel site and reports:
• 93 percent of global travellers say their booking decisions are impacted by online reviews
• 81 percent of travellers usually or always reference Trip Advisor reviews before making their selection
• 53 percent of travellers say they will not book a hotel that doesn’t have any reviews
The OHTO has responded to this by creating a destination profile page in TripAdvisor which highlights all businesses in the region that have a TripAdvisor page. TripAdvisor workshops are also offered periodically to provide operators with the opportunity to better understand the value of TripAdvisor and effectively manage reviews.
FAM Tour Hosting
Throughout the year, OHTO invites media and hosts press trips in an effort to enrich media relationships, increase brand/story awareness and produce unpaid, engaging and positive editorial coverage. One-on-one communication and engagement with the media is a priority for the OHTO and press trips are continuously
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arranged for media to create awareness of the experiences available in the region.
Members can heighten their profile by offering their product or service as an aspect of a press trip. This provides the opportunity to "pitch" your business to the media with the potential of garnering unpaid promotion to your target market.
Opportunities to partner on press trips will be presented at several times throughout the year but will mostly align with the seasonal marketing campaigns. Please contact the OHTO to indicate your interest in hosting media.
2) During - Destination Development Programs
Destination development refers to everything we need to do to fulfill the visitor experience. It includes welcoming visitors to the region, developing lasting personal connections with them, and competitively differentiating ourselves through improving existing and creating new tourism experiences. The OHTO has a number of programs in place to support businesses and communities towards delivering exceptional visitor experiences.
OHvation Program
Meeting and exceeding visitor expectations by providing quality, memorable experiences is essential to your business’ bottom line and for Ontario’s Highlands to grow as a competitive tourism destination. The OHvation Program is a tool that can help you better understand your customers and identify ways to close the gap between what visitors expect and what’s actually being delivered to them.
Central to the program is a mystery shop analysis, where the OHTO will arrange for an anonymous mystery shopper to visit your location just as an ordinary customer would experience it. Though the assessment is a snapshot in time, it is a true representation of the visitor’s experience and a great opportunity for you to collect valuable feedback about whether your business or organization is meeting visitor expectations.
Frontline staff play a critical role in delivering the visitor experience because they meet and interact directly with visitors. Their commitment to offering great customer service and tourism ambassadorship will have a
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tremendous impact on the overall impression of the destination. OHvation is a resource that can assist with the development of your staff into knowledgeable and passionate tourism professionals.
There is also the potential to receive a regional designation as a customer service leader through the program. This not only instills pride within your organization but OHvation designated businesses are often included in exclusive promotional campaigns.
Mobile App
OHTO developed the Travel Ontario’s Highlands Mobile App, a ‘Travel Buddy’ used by visitors while in the region. The app includes business and event listings, postcard and nearby features. Each OHTO member receives a listing on the mobile app which includes a picture, description, available promotions, email contact and website listing.
Experiential Development
Experiential development will shift the position of Ontario’s Highlands’ offer from undifferentiated, low emotion and engagement travel assets (e.g. a lake, trail, museum), to those which connect emotionally with visitors through the presentation of an “experience” (e.g. story teller or interpretive guide). The OHTO will be working directly with stakeholders and communities to identify and develop the experiences that will appeal to Connected Explorers and which truly define the opportunity to discover and engage in Ontario’s Highlands.
Packaging Development Program
The OHTO has developed a packaging program that assists with the development of both traditional and experiential packages. Through workshops and one-on-one coaching, suppliers can build quality packages and learn how to promote and make them available for sale
including through the Ontario’s Highlands consumer website at ontarioshighlands.ca
Tourism Workshop Partnership Program
Training is crucial for organizational development and success. The OHTO works together with tourism leaders within the communities of Ontario’s Highlands to partner on the delivery of workshops that equip tourism organizations and operators with the tools and skills to effectively develop tourism at the local level. Training opportunities range from tourism packaging, experiential travel development, customer service workshops, marketing, as well as organizational capacity building through strategic/business planning and governance training.
Tourism Development Partnership Program
This application-based program offers local communities the opportunity to partner with the OHTO on tourism development projects that align with OHTO strategic priorities. The primary function of this program is to support tourism development activities at the local level.
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2013-14 Operating Budget
Salaries and Benefits
Governance
General Administration
Stakeholder Engagement
Research
SUBTOTAL
$242,644
$14,973
$63,814
$82,018
$10,302
$413,751
Consumer Advertising
Digital Assets
Media and Public Relations
SUBTOTAL
$231,163
$69,638
$23,741
$324,542
Tourism Development Partnership Fund
SUBTOTAL
$74,499
$74,499
Workforce Development
Product Development
SUBTOTAL
$71,411
$124,549
$195,960
ORGANIZATIONAL DEVELOPMENT
DESTINATION DEVELOPMENT
MARKETING
PARTNERSHIP FUNDING
TOTAL EXPENSES $1,008,752
ONTARIO'S HIGHLANDS TOURISM ORGANIZATION
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