Destination Southwest Nova Association Business Plan 2013 2014 (3)

Destination Southwest
Nova Association
On a path to Grow Tourism by 3%
Business Plan
2013-2014
125 Cornwall Road, Unit C, PO Box 61
Blockhouse, Nova Scotia B0J 1E0
Telephone: (902) 634-8844; Fax: (902) 634-8056
info@dswna.com
www.dswna.com

[DESTINATION SOUTHWEST NOVA ASSOCIATION PLAN] 2013-2014
Bay of Fundy & Annapolis Valley, Yarmouth & Acadian Shores, South Shore Page 2
Table of Contents
1.0 Introduction .........................................................................................................................5
1.1 Strategic Direction ..................................................................................................6
2.0 Direction for Tourism in Southwest Nova Scotia ...............................................................7
2.1 Industry Overview ...................................................................................................7
2.2 Core Experiences ....................................................................................................9
2.3 Nova Scotia Tourism Trends ................................................................................10
2.4 Southwest Nova Scotia Tourism Trends ...............................................................14
2.5 Core Experiences in Southwest Nova Scotia ........................................................17
2.6 Guiding Principles ................................................................................................17
2.7 Situation Analysis .................................................................................................18
3.0 Marketing ..........................................................................................................................19
3.1 Media/Action Plan ................................................................................................19
3.2 Measuring Our Success .........................................................................................20
3.3 Target Markets ......................................................................................................20
3.4 Highlighting Core Experiences & Hidden Gems ..................................................21
3.5 Media Mix for Results ..........................................................................................21
3.6 Regional Website ..................................................................................................21
3.7 Social Media .........................................................................................................23
3.8 Meetings & Events ................................................................................................24
3.9 Co-op Marketing Partnership Program .................................................................24
3.10 Media Buy .............................................................................................................24
4.0 Communications ...............................................................................................................31
4.1 Communications with Customers .........................................................................32
4.2 Internal Communications ......................................................................................32
4.3 External Communications .....................................................................................32
4.4 Industry Portal .......................................................................................................33
4.5 Industry Engagement ............................................................................................33
5.0 Membership ......................................................................................................................34
5.1 Member .................................................................................................................34
6.0 Partnership ........................................................................................................................34
7.0 Visitor Services .................................................................................................................35
7.1 Visitor Information Centres (VICs) Overview .....................................................35
7.2 Southwest Nova Scotia VICs ................................................................................36
7.3 The Future .............................................................................................................39
8.0 Municipal Investment Program .........................................................................................40

8.1 Program Background ............................................................................................40
8.2 Municipal Tourism Revenues Overview ..............................................................41
8.3 Municipal Investment Program Formula ..............................................................42
9.0 Operations & Management ...............................................................................................43
9.1 Board of Directors .................................................................................................43
9.2 Organizational Structure .......................................................................................45
9.3 Support Team ........................................................................................................45
9.4 Office Location .....................................................................................................46
9.5 Insurance ...............................................................................................................46
9.6 Accountant ............................................................................................................46
10.0 Measurements/Accountability ..........................................................................................46
11.0 Budget 2013-2014 .............................................................................................................46
Addendum I (Board Calendar)......................................................................................................49
Addendum II (Conclusion) ...........................................................................................................50
DSWNA Media Plan 2013-2014

EXECUTIVE SUMMARY
The recently created Nova Scotia Tourism Agency has been established to affect positive change in the
industry and to address the challenges that we face. The new tourism vision and long-term strategy will
influence the future direction of tourism in Nova Scotia and provide opportunities for growth and
development.
The Destination Southwest Nova Association exists to ensure that tourism in Southwest Nova Scotia is a
viable and sustainable industry. Destination Southwest Nova Association (DSWNA), the provincially
recognized Regional Tourism Industry Association (RTIA), has a focused strategy, clear direction, and a
newly enhanced desire to grow tourism in the three regions under its jurisdiction of Bay of Fundy &
Annapolis Valley, Yarmouth & Acadian Shores and South Shore.
Recognizing the need to strengthen its leadership role within industry, to add value to members and
clarify its mandate, role and relationships and in light of declining tourism revenues, memberships and
engagement the Board of Directors undertook a Strategic Plan and Organizational Review in 2010-2011
that articulates goals, objectives and measurables. Through its marketing channels, partnerships, industry
engagement, visitor services and communications, DSWNA will grow tourism occupancy by 1% in
2013-14.
The success and growth of tourism in the region is based on four guiding principles:
 Collaboration is Paramount
 Focus for Results
 Leverage and Collective Efforts
 Communication is Critical
Travel is about unique and engaging experiences with lasting memories. Nova Scotia’s tourism
development and marketing plans are built around core experiences; and Southwest Nova Scotia is home
to some of the most recognized ‘must sees’ in Nova Scotia. DSWNA’s marketing plan will feature and
showcase these ‘must see’ experiences, resulting in attracting visitors to the region and keeping them
here. Over the coming year, this will be achieved by maximizing existing partnerships, identifying new
partner opportunities and carefully monitoring and evaluating programs to ensure effectiveness and return
on investment within our key target markets including:
 Nova Scotia, primarily Halifax Regional Municipality
 New Brunswick, primarily Saint John and Moncton
 Non-residents visitors already travelling in Nova Scotia
 Ontario, in close partnership with Nova Scotia Tourism or other strategic partnerships
While visitor services remains an important tool and the fact that our markets are sourcing information
differently, DSWNA will strive to develop a visitor services network that provides an efficient delivery
system that will increase the length of stay and ultimately increasing revenue for operators in the region.
Moving forward, DSWNA will measure all marketing activities and initiatives and report the performance
and progress to members throughout the year. DSWNA will implement a series of evaluation and
measurement tools with the support and assistance of stakeholders.
DSWNA is building the framework to support a 3% growth in tourism revenues and we look forward to
working with our members, partners and stakeholders to execute our plan, evaluate our results and
continue with a focused strategy for the future of our region.

1.0 INTRODUCTION
Destination Southwest Nova Association (DSWNA) has a goal of a 1% growth in the
tourism industry in Southwest Nova Scotia in 2013-2014 with an overall goal of 3% by
2016.
Destination Southwest Nova Association, the Regional Tourism Industry Association (RTIA), is
an industry-led, tourism management and marketing association that provides destination
marketing for three of the seven provincially recognized tourism regions (as marketed through
the Nova Scotia branding program). These three regions include: Bay of Fundy & Annapolis
Valley (DSWNA shares the marketing responsibility of the Bay of Fundy region with CNTA,
making marketing decisions from the East Hants area through to the Digby and Brier Island
area), Yarmouth & Acadian Shores and the South Shore. Established and Incorporated as a
Society under the Societies Act of Nova Scotia in 2004, Destination Southwest Nova Association
(DSWNA) is governed by a volunteer Board of Directors and administered by an Executive
Director.
Regional Tourism Industry Associations (RTIAs) / Destination Marketing Organizations
(DMOs) play an important role in facilitating communication between the Nova Scotia Tourism
Agency (NSTA) and communities at a local level. RTIAs/DMOs offer programs for the tourism
industry, including production of literature, familiarization tours, consumer shows and regional
promotions, and marketing opportunities to leverage marketing dollars. RTIAs collobrate with
municipalities, board of trades and chamber of commerces to deliver visitor information
servicing, training, supervise or manage local/regional visitor information centres and collect
visitor statistics. In addition, RTIAs/DMOs promote economic development of a destination by
increasing visits from tourists and business travelers; generating overnight lodging, as well as
visits to restaurants, attractions and shops.
Merging three regions under one organization in 2007 has been challenging evolution over the
past five years resulting in non achievement of desired administrative and marketing levels. As a
result, in 2011, DSWNA completed a Strategic Plan and Organizational Review which clearly
articulated roles and the overall focus of the association based on industry feedback and
engagement.
The Board of Director’s manages DSWNA through ‘ends’ which guides its operation of the
association for Southwest Nova Scotia:
The Destination Southwest Nova Association exists so that tourism in Southwest Nova
Scotia is a viable and sustainable industry.
This end is further interpreted to include:
1. Provide partnership opportunities for marketing that are affordable, accessible and
effective.
2. To unite tourism stakeholders within the region of common goals.
3. Facilitate, coordinate and support product development and enhancement within the
region.
4. There is pride and value for municipal and member investment.

5. Serving visitors with excellence.
These ends serve as benchmarks to achieve the organization mandate and are expanded to
include the following:
1. Provide partnership opportunities for marketing that are affordable, accessible and
effective.
I. To increase the number of visitors to the region, their length of stay, and/or their level
of spending.
II. To present marketing opportunities that are responsive to market forces and align with
the provincial strategy and consumer demand.
III. To create greater awareness of Southwest Nova Scotia as an exciting experiential
destination.
2. To unite tourism stakeholders within the region on common goals.
I. Financial and human resources are leveraged to increase return on investment for
partners.
II. To communicate that tourism is everyone’s business and is important to Southwest
Nova Scotia’s quality of life.
III. Create awareness of the value and benefits of working in tourism.
3. Facilitate, coordinate and support product development and enhancement within
the region.
I. Standards and code of ethics exist to assist the visitor’s buying decision and experience.
II. There exists a positive climate for capital investment in tourism development.
4. There is pride and value for municipal and member investment.
I. Members are engaged in the activities of the organization.
II. Members participate and contribute to the marketing strategies of the organization.
5. Serving visitors with excellence.
DSWNA has spent the past two years rebuilding and consulting with industry to bring more
awareness of the importance of regional marketing, as well as making an effort to remove
Municipal “borders.” Consultations, public meetings as well as numerous community and
Municipal presentations have taken place in the geographic area encompassing the provincially
designated tourism regions of Bay of Fundy & Annapolis Valley, Yarmouth & Acadian Shores
and South Shore.
1.1 Strategic Direction
The Strategic Plan and Organizational Review completed in 2011 enables DSWNA to strengthen
its leadership role within industry to add value to members and clarify its mandate, role and
relationships. The Strategic Plan provides a foundation and framework to grow tourism by 3%
($7.2 million) over 3 years through increased industry engagement, enhanced communications,
focused marketing initiatives and enhanced visitor servicing. While DSWNA will continue
consulting and gaining input from the municipal units and tourism industry, DSWNA as directed

by its members, will focus its efforts as a destination marketing organization, strengthening our
members through collaborative efforts.
To grow tourism by 1% in 2013-2014, DSWNA must continue working towards becoming an
industry leader by focusing on marketing each of the three regions based on continued research,
measurements and evaluation. In order to fulfill this goal, the association has established a
marketing media plan (Section 3.0) for the coming year based on target markets, research, Nova
Scotia Visitor Exit Survey (2010) and industry feedback. A three year strategic marketing plan
for the region will be developed and implemented once the long term strategy for Nova Scotia is
completed to ensure collaboration, partnerships and strategic direction for the region.
2.0 DIRECTION FOR TOURISM IN SOUTHWEST NOVA SCOTIA
DSWNA operates in a highly competitive market place where budgets are decreasing. Therefore,
it is of vital importance that the three regions work together to identify Destination Southwest
Nova Association’s key strengths and work more effectively to promote them. A tighter, more
targeted focus will enable the region to achieve a greater return on investment, avoid duplication
of effort and maximize economies of scale. For example, in 2010, DSWNA began working with
Central Nova Tourism Association (CNTA) to promote and market the complete Bay of Fundy
experience seamlessly to the visitor. The partnership with CNTA continues through the
development of the regional guide, participation at trade shows, work on Familiarization Tours
and Travel Media & Travel Writers. In addition, new for 2013, the association is partnering with
Discover Saint John to assist in cross promotion and leveraging the natural icon of the Bay of
Fundy.
2.1 Industry Overview
All of the research undertaken by Nova Scotia Tourism, Atlantic Canada Tourism Partnership
(ACTP), Atlantic Canada Opportunities Agency (ACOA) and Canadian Tourism Commission
(CTC) indicated that consumers now, more than ever, are looking for tourism experiences.
The Canadian Tourism Commission (CTC) has a mandate to promote tourism to and within
Canada. The “Keep Exploring” marketing strategy focuses less on the end-destination and more
on the experiences of travel, discovery, and exploration “a promise of what to expect when you
visit”. Environics developed a tool that allows visitors to the CTC’s website to discover what
kind of explorer they are, based on a segmentation using Environics social values/psychographic
research methods.
The innovative and award winning Explorer Quotient market segmentation model identifies nine
universal Explorer Types; groups of consumers who share common travel motivations. Of these
nine types, three have been identified as having the best strategic fit with travelling to Nova
Scotia and more specifically to DSWNA’s three regions:
 Authentic Experiencers
 Cultural Explorers
 No Hassel Travellers

Authentic Experiencers – these travelers are generally over the age of 55, are empty nesters,
have a high degree of education and will have retired at the top of their profession. Authentic
Experiencers appreciate the understated beauty, of both natural and cultural environments. They
enjoy using all of their senses when they explore their chosen destination and really get to know
the places they visit. They see travel as personal development. Authentic Experiencers want to be
fully immersed in their travel experience and tend to stay away from group tours and rigid plans.
Cultural Explorers – these travelers are generally middle aged and younger, will be college
and/or university educated, working full time at a high level of seniority or satisfaction in their
field, and will therefore have a high to middle household income. The Cultural Explorer has a
love for travel. They go off the beaten path to see how people really live. They like to participate
in modern-day culture and are fascinated by ancient history as well. They travel to learn and to
have fun. They look for authentic experiences and don’t like to be constrained by tourist
schedules. They mainly take weekend trips. They are Constant Travelers, always excited about
the next trip. This group takes the most vacations, of all durations, but especially weekend
escapes. Their mantra would sound like “Travel is a journey, not the destination.”
No Hassle Travellers - these travelers are average to middle aged, are university educated, have
families with children, and will have an average household income. These travelers are looking
for shorter vacations, often weekend getaways and Travel mainly to get away from their
everyday stresses and responsibilities. They prefer worry-free travel and spending time travelling
with family and friends. After planning the basis (accommodations/transportation), they like to
fill in the details as they go.
Targeting travellers will be critical with primary motivators being the focus of messaging:
Primary Travel Motivator (Demand Generators):
 Activities or experiences that are capable of generating visitation – the demand
generators (the primary reason for travel)
Secondary Travel Motivator (Secondary Generators):
 Activities or experiences that support the primary travel motivator – things to do while
I’m there
The research team at Nova Scotia Tourism Agency has completed a detailed segmentation
analysis of the pleasure market using data from the 2010 Visitor Exit Survey (VES). This
analysis has provided valuable insights into ten groups representing 74% of pleasure visitors to
Nova Scotia. Of the four top high-yield segments, three are of particular interest to Destination
Southwest Nova members:
 Outdoor Enthusiasts
 Cultural Enthusiasts
 Culinary Enthusiasts
Outdoor Enthusiasts – the second largest segment of pleasure travellers, this group is primarily
comprised of couples (46%) and families (22%) with higher levels of education and income
compared to other pleasure visitors. Over 1/3 (34%) come from Ontario, 14% from Atlantic

Canada, 12% from Western Canada, 21% from the U.S. and 12% from overseas. After HRM, the
South Shore (58%) and the Bay of Fundy and Annapolis Valley (57%) are the second and third
most visited regions by this segment. A high percentage (88%) visit from June to September
enjoying a number of outdoor and cultural activities in our region.
Cultural Enthusiasts – this segment is largely made up of couples (51%) and lone travellers
(13%) with higher levels of education and income than all pleasure travellers. One third (33%)
come from Ontario, 19% are from Western Canada, 18% are from the U.S., 16% are Atlantic
Canadians and 8% are from overseas. They are more likely to be mature travellers 45+ with
fewer parties containing young adults or children compared to the average pleasure traveller.
While highly motivated to experience Nova Scotia’s culture, particularly craft shops/studios
(92%), museums (87%), Halifax Waterfront (70%) and art galleries (49%) they also show
considerably higher participation in outdoor activities (72%) compared to all other pleasure
travellers (53%).The South Shore and the Bay of Fundy & Annapolis Valley rank second and
third after HRM as chosen destinations.
Culinary Enthusiasts - while this is the smallest visitor segment, it is in the top four of the high-
yield groups with 62% having completed university and 53% having household incomes of over
$80,000. Half (50%) of this segment come from Atlantic Canada and Ontario with 23% coming
from Western Canada. These travellers are more likely to be 55+ travelling in couples (51%) and
as lone travellers (20%). Like Cultural and Outdoor Enthusiasts, this third group also has a
higher than average participation rate in various tourism activities. More than half (52%) visit
museums and historic sites and 63% also participate in outdoor activities. They indicate a high
level of trip satisfaction with 78% saying they would recommend Nova Scotia to family and
friends.
2.2 Core Experiences
Travel is not just about where you have been, it is about what you did while you were there, how
it made you feel, the people you met while you were there and the memories you took home.
Nova Scotia’s tourism development and marketing plans are built around core experiences, each
with a variety of niche markets. These core experiences represent areas where Nova Scotia has
unique and authentic strengths that give us a competitive edge. Some of Nova Scotia’s most
recognized demand generators – the ‘must see’ attractions and appealing experiences are located
in Southwest Nova Scotia. We will continue to message around and leverage our assets that
meet the six core experiences by region (South Shore, Yarmouth & Acadian Shores and Bay of
Fundy & Annapolis Valley) as identified by Nova Scotia Tourism to motivate travel and promote
growth for the region. Nova Scotia core experiences have been identified as:
 Seacoast - coastal parks and beaches, coastal drives and trails, Cabot Trail, tides and Bay
of Fundy, lighthouses, seaside communities
 Outdoor - hiking, whale watching, nature experiences
 Culture - music, fine art and craft, founding cultures, festivals and events, way of life
 Cuisine - Food (dining) and wine, agri-tourism
 Heritage - UNESCO world heritage sites, living traditions, genealogy, founding settlers
 Urban - cities by the sea, Halifax, Sydney, unique towns, spas, shopping, weekend
entertainment

2.3 Nova Scotia Tourism Trends
Nova Scotia Visitation
Nova Scotia Visitor statistics indicate that in 2012:
 Overall visitation to Nova Scotia increased by 2% when compared to 2011 with visitation
of approximately 1.9 million
 Road visitation increased 4%
 Air visitation declined 3%
 US Visitation declined 3% (5,600)
 Overseas visitation declined 4% (2,800)
 Traffic entering through Amherst has increased by 10%
The Non-Resident Visitor to Nova Scotia
 The majority of non-resident tourists (some 55 percent on average) are “neighbours” and
travel from Atlantic Canada
 Canadians from outside the region visit most often from Ontario, Western Canada and
Quebec
 Western Canada and Quebec saw decreased in 2012 by 2 percent and 8 percent
respectively
 In recent years, US visitors have predominantly travelled from New England. The Nova
Scotia Visitor Exit Survey 2004 first revealed a shift where there were more American
visitors to the province from outside New England than from New England. In 2012,
New England (include Main) accounted for 66% of Total US Visitation.
 Overseas visitation to Nova Scotia comes mostly from the United Kingdom and Germany
(decreased by 4 percent in 2012)
 Rooms night sold in the province decreased by about 2 percent in 2012.
53%
5%
23%
7%
8% 4%
Nova Scotia Visitation 2012
Atlantic Canada
Quebec
Ontario
Western Canada
US
Overseas

Nova Scotia Visitation Comparable 2012-2010
Travel in Nova Scotia
According to the Nova Scotia Visitor Exit Survey (VES) 2010 completed for Nova Scotia
Tourism (6,400 respondents), it is significant that 40% of visitors are coming to visit friends or
relatives and 26% travel for leisure purposes. The pie chart below identifies the non-resident trip
by trip purpose.
Visitors from the US were most likely to have visited Nova Scotia for pleasure. With the
exception of Quebec, visitors from Canada were most likely to have visited Friends and
Relatives (VFR). The chart below provides Trip Purpose by Market Region.
0
200000
400000
600000
800000
1000000
1200000
2012
2011
2010
26%
40%
13%
6%
2% 4% 2%
Non-Resident Travel by Purpose
by Car, RV & Air
Pleasure
Visiting Friends & Relatives
Business
Conference
Shopping
Personal Business
Other

Trip Purpose by Market Region 2010
The reasons why Atlantic Canadian Visitors Come to Nova Scotia are identified as:
Pleasure/Leisure (31%), Business (23%), VFR & Pleasure (17%), VFR Only (22%) and Other
8%. The most popular months for travel are from June-September. When reviewing choice of
accommodations for Atlantic Canadians, the majority preferred hotels or staying with friends &
relatives. The chart below reflects the percentages for the type of accommodations.
In 2010, the age group showing the most visitation to Nova Scotia was the 45-54 years old age
category (32 percent), followed by 55-64 and 35-44 by 30 percent and 24 percent respectively.
The chart below provides the age groups represented within party.
0
10
20
30
40
50
60
70
VFR
Pleasure
Business
47%
6%
2%
42%
4%
9%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Atlantic Canadian Visitors to NS Staying in
Accommodations
Atlantic Canadian Visitors to NS
Staying in Accommodations

The average number of nights spent in Nova Scotia was 5.1. Visitors who arrived by RV or
airplane spent more time in the province compared to those who travelled by car. It should be
noted that while Atlantic Canada has the largest market share, they spent the fewest nights in
Nova Scotia. Below, is a chart that shows the average number of nights by Market Region.
The length of time between making the decision to visit Nova Scotia and the departure date
varied. It should be noted that approximately 43 percent of visitors from Western Canada and
Overseas made their decision at least 5 months prior to departure. Atlantic Canadians (59%)
were most inclined to make the decision within 4 weeks prior to departure. The chart below
summarizes how far in advance the decision to travel to Nova Scotia is made.
0 5 10 15 20 25 30 35
14 & under
15-19 years
20-24 years
25-34 years
35-44 years
45-54 years
55-64 years
65-74 years
75 + years
Age Groups Represented Within Party
Age Groups Represented
Within Party
2.9
5.2
6.4
8.5
6.8 7.1 7
14.1
0
2
4
6
8
10
12
14
16
Average Number of Nights in NS by Market
Region 2010
Average
Number of
Nights in NS by
Market Region
2010

During the Nova Scotia VES 2010 also showed that the majority of travelers (61%) used a
personal electronic device as a tool for finding information about Nova Scotia during their trip.
About 4 in ten travellers used a laptop, while 3 in ten used a GPS (Global Positioning Device)
and two in ten used a smart phone. RV Travellers were most inclined to use a laptop (59%) or
GPS (68%). Personal visitors (38%) were more inclined to use a GPS. It should be noted that
Atlantic Canadians (44%) did not use any electronic devices.
2.4 Southwest Nova Scotia Tourism Trends
According to Nova Scotia Tourism Research and the Visitor Exit Survey (6,400 responses)
completed in 2010 (Community Reports), the Bay of Fundy & Annapolis Valley (37%) and
South Shore (27%) are popular for total trips to Nova Scotia. These numbers are based on the
percentage of travel parties that stopped or stayed overnight in a specific community (for at least
30 minutes).
Based on the Community Profile, the total trips reflect the total number of parties that visited or
stayed overnight in a particular community. Same day trips involve either a day trip to a
destination community or a stopping point made while travelling to a day destination. Overnight
trips are strongly related to the accommodations in a particular location. It should be noted that
popular same day trips were between Chester, Bridgewater, Digby/Annapolis Royal area and
Kentville/Wolfville area. Popular overnight locations are around the Lunenburg & Bridgewater,
Digby area and Yarmouth area. The majority of non-resident visitor traffic in Nova Scotia
travels to the Halifax area and the South Shore region around Bridgewater, Lunenburg &
Mahone Bay. Below is a breakdown of total trips, same day trips, overnight trips, popular
destinations per region and the average number of nights stayed in the region.
21%
18%
23%
17%
8%
12%
0% 5% 10% 15% 20% 25%
Less than two weeks
2-4 weeks
1-2 months
3-4 months
5-6 months
More than 6 months
How Far in Advance Decision is Made to
Visit NS
How Far in Advance Decision
is Made to Visit NS

Bay of Fundy & Annapolis Valley
 37% of total trips
 30% were same day trips (popular destinations were Digby, Wolfville, Annapolis Royal)
 18% were overnight trips (popular destinations were Digby, Kentville, Wolfville)
 3.5 nights (average number of nights stayed in region)
Yarmouth & Acadian Shores
 4% were same day trips (popular destination was Yarmouth)
 3% were overnight trips (popular destination was Yarmouth)
 3.7 nights (average number of nights stayed in the region)
South Shore
 24% were same day trips (popular destinations were Lunenburg, Mahone Bay, Peggy’s
Cove)
 11% were overnight visits (popular destinations were Bridgewater, Lunenburg)
 4.6 nights (average number of nights stayed in the region)
The 2010 estimated economic impact per county in the Southwest Nova Scotia region is
identified in the chart below.
2010 Yarmouth Digby Hants Kings Lunenburg Queens Shelburne Annapolis
Direct
Tourism
Receipts
36,100,000 41,200,000 50,800,000 90,600,000 106,800,000 24,900,000 14,400,000 39,000,000
Federal
Tax
1,200,000 1,500,000 1,400,000 3,000,000 3,400,000 900,000 500,000 1,300,000
Provincial
Tax
1,200,000 1,500,000 1,400,000 3,000,000 3,450,000 900,000 500,000 1,300,000
Municipal
Tax
698,000 291,000 264,000 707,000 1,056,000 276,000 235,000 294,000
Direct
Jobs
400 500 500 1,100 1,200 300 200 500
Spin Off
jobs
100 100 0 100 100 0 0 0
Total Jobs 500 600 500 1,200 1,300 300 200 500
Household
Income -
Direct
8,400,000 10,500,000 9,800,000 20,700,000 23,500,000 5,900,000 3,200,000 9,200,000
Gross
Domestic
Product
(GDP) -
Direct
11,600,000 14,300,000 14,000,000 28,700,000 32,700,000 8,100,000 4,500,000 12,800,000

From 2006-2012 fixed roof occupancies in the three regions have remained on par in the 36-40
percent annualized range with Nova Scotia’s rural occupancy (less Halifax). Fixed roof
occupancies are highest in the South Shore region and generally lowest in Yarmouth and
Acadian Shores. Campground occupancies fluctuated from year to year, yet on average, are 39%
for the South Shore and 40 % for the Bay of Fundy & Annapolis Valley regions. Nova Scotia
Museum attendance fluctuated from 2005 to 2012, overall showing an increase of 1%. The
visitation entry point of Digby showed a decrease of 4% over 2011.
Category 2006 2007 2008 2009 2010 2011 2012
Regional Occupancy Rates
Bay of Fundy &
Annapolis Valley
37% 38% 35% 35% 36% 31% 37%
South Shore 41% 41% 41% 37% 37% 36% 38%
Yarmouth & Acadian
Shores
39% 33% 34% 35% 32% 34% 35%
Rural Occupancy-less
Halifax
40% 41% 40% 39% 37% 35% 36%
Campground Occupancy
South Shore 34% 35% 37% 34% 50% 48% 39%
Bay of Fundy &
Annapolis Valley
44% 42% 46% 40% 40% 39% 40%
Nova Scotia Museum Attendance by Region
Bay of Fundy &
Annapolis Royal
54,900 54,300 55,400 55,600 49,800 50,635 27,370
South Shore 101,100 122,500 131,100 123,100 112,500 109,709 109,550
Yarmouth & Acadian
Shores Total
19,200 12,800 17,100 18,200 18,000 18,407 14,131
Total 504,400 532,200 529,200 538,200 479,400 517,466 524,431
%change previous year -12% 6% -1% 2% -11% 2% 1%
Visitors Counseled/Entry Points-N.S. Visitor Information Centres
Portland 0 4,500 3,300 3,200 0 0 0
Portland CAT 0 5,700 3,700 4,100 0 0 0
Bar Harbor 18,000 9,700 7,500 6,800 0 0 0
Digby 16,800 16,100 15,600 13,900 15,800 12,500 11,400
Princess of Acadia 12,200 9,200 6,600 7,500 11,400 10,600 10,000
Yarmouth 17,200 14,400 13,300 11,300 9,000 5,800 4,400
Visitation Entry Point
Yarmouth 43,900 38,200 29,500 26,100 0 0 0
Digby 28,700 30,500 25,700 20,600 27,600 26,200 25,300
Halifax International
Airport
645,200 668,000 681,700 607,600 601,700 655,900 639,400
Visitation-Point of Origin/Mode of Transport/Change from previous year
%(Estimated)
Air
Atlantic Canada -1% 0% 15% -14% 11% 8% 1%

Canada 5% 7% 4% -10% -1% 10% -2%
United States -13% -5% -6% -19% 2% 3% -6%
Overseas -2% -5% 1% -6% -7% 12% -4%
Total 1% 4% 2% -11% -1% 9% -3%
Road
Atlantic Canada 1% -1% -2% 3% 2% -4% 5%
Canada 0% 1% -3% 6% 3% -4% 5%
United States -5% -9% -21% -10% -5% -6% -1%
Overseas -2% -5% 1% -6% -5%
Total 0% 0% -5% 6% 2% -4% 4%
Total Non-Resident Visitation/ Change from previous year%
Atlantic Canada 1% -1% -1% 1% 3% -3% 5%
Canada 1% 3% -2% 1% 2% -1% 3%
United States -8% -7% -15% -3% -2% -3% -3%
Overseas -2% -5% 1% -6% -7% 12% -4%
Total Non-Resident
Visitation
0% 1% -3% 1% 1% 0% 2%
The loss of the direct ferry service from Yarmouth to Maine, USA and the uncertainty about the
future is a reality for operators in the Southwest region. The immediate effect was felt in 2010
and it continues to impact the region and Nova Scotia. In March, 2013, there was an
establishment of a Southwest Nova Scotia Tourism Task Team, which mandate’s is the
enhancement of tourism experiences for Southwest Nova Scotia, the development and promotion
of new tourism products for Southwest Nova Scotia and the marketing of Nova Scotia in the
Northeast United States. Our mandate is until August 31, 2014. DSWNA is fortunate to have a
seat at the Tourism Task Team and to provide input into the direction of experiences and
marketing in the region.
2.5 Core Experiences in Southwest Nova Scotia
Building and leveraging in market on the six identified core experiences (as identified in 2.2),
Seacoast, Outdoor, Culture, Cuisine, Heritage and Urban, Destination Southwest will continue to
focus and feature experiences (demand generators) and will organize them by region. The
demand generators will serve to lure visitors to the region and the Association we will continue
to build compelling reasons to keep the visitors in the region longer and spend more dollars.
DSWNA continues to build and update the experience inventory by core experience, region and
season.
2.6 Guiding Principles
In all undertakings of DSWNA the following guiding principles will be observed:
 Collaboration is Paramount – Harness the available critical mass of industry operators,
visitors experiences, enthusiasm and expertise for tourism, funding partners and key
marketing partners to achieve marketing goals.
 Focus for Results – DSWNA cannot be all things to all people. Its core activity is
marketing. To execute effective marketing efforts, DSWNA must focus on visitors’
expectations, priority marketing and precise strategies to optimize opportunities.

 Leverage and Collective Effort – Significant marketing resources exist in the region and
outside, to support the region. Focus on channeling all existing efforts in a common
direction, incrementally adding as required and avoiding duplication wherever possible.
 Communication is Critical – With customers, among the industry and in relationships,
with stakeholders and marketing partners’, relevant communication of strategic direction,
partnership opportunities, results and success measures must be precise and proven to be
effective.
2.7 Situation Analysis (SWOT)
As prepared and brought together during the Strategic Planning process, the following represents
a snapshot situational analysis of DSWNA’s three regions.
Strengths
• Southwest Nova Scotia encompasses quintessential Nova Scotia Brand elements
including scenic and diverse landscapes
• Many of Nova Scotia’s most recognized ―must-see demand generating destinations and
activities – Peggy’s Cove, Lunenburg, Whales, and Digby scallops to name just a few--
are highlights within the region
• Several of Nova Scotia’ s fastest growing tourism products –i.e. culinary experience,
wine and vineyards experience, Bay of Fundy—are within the region
• The region benefits from an engaged municipal government base and a mature and
experienced tourism industry with an understanding of tourism
• Significant marketing and human resources –detailed websites, packaged products,
experienced tourism coordinators and marketing budgets--exist in counties, towns and
communities throughout the region
• Operators and stakeholders in the region recognize products strengths and visitor choices
• Important partnerships exist now with influential partners like Bay Ferries, Nova Scotia
Tourism and Central Nova Tourism Association
Weaknesses
• Relatively few of the total number of industry members in the region participate in
programs with DSWNA
• Communication with industry is considered to be an area of improvement
• Duplication and redundant marketing efforts exist throughout the region
• Marketing tactics could be better tracked and reported to industry in a more timely
manner
• Operators are not offered the market intelligence to ―understand‖ the results of past
marketing efforts and opportunities of new ones and therefore hesitate to participate
• Excessive resources and energy are devoted to Visitor Centres’ operation to the detriment
of other marketing efforts
• Situation with future of ferry service direct to New England is affecting visitation and
revenues and creating confusion in the marketplace for Southwest Nova Scotia
Opportunities
• A precise and achievable Marketing Strategy provides a fresh rallying point for operators,
partners and stakeholders

• A re-focused online strategy improves performance of this critical business tool
• A program to measure and report key marketing results will encourage greater industry
participation inside and from outside the region
• A shared understanding of customers’ motivations, wants and expectations improves
current marketing efforts and outlines objectives for the future
Threats
• Absence of a regional ―'marketing agenda' diffuses energy and resources
• Industry operators in communities/ areas/ disciplines ―'go it alone' and underachieve
• If left to fend for themselves, operators in the most remote areas of the region will
continue to struggle
• Unfocused marketing efforts will erode the credibility of the association with government
and major business
• Clearly define roles and responsibilities with the region and groups & associations
3.0 MARKETING
For 2013-2014, the Association has developed an annual Media Plan that reflects the
opportunities to achieve a 1% growth in tourism for Bay of Fundy & Annapolis Valley,
Yarmouth & Acadian Shores and South Shore. The marketing strategy outlines goals, objectives,
targets and directions to achieve the 1% growth annually. It will be based on customer focus
research and will outline a framework to assist in the marketing decisions. It will provide
detailed tactical marketing direction that addresses the new focus outlined in the strategic plan.
Its actions will concentrate on innovative and effective means for achieving the following
priorities.
 Featuring the must-see/do experiences in the three regions
 Getting visitors to the three regions
 Keeping them here
 Maximizing existing partnerships and identifying new partner opportunities
 Evaluating tactics to ensure maximum effectiveness and return-on-investment
3.1 Media/Action Plan
The media plan provides a variety of affordable, tactical and timely co-operative advertising
opportunities for our members & partners in the three regions of Bay of Fundy & Annapolis
Valley, Yarmouth and Acadian Shores and South Shore for the period of May 2012 to March
2013. In keeping with the marketing plan’s recommendations, the advertising approach will
highlight ‘must-see & do’ experiences in each of the three regions of Bay of Fundy & Annapolis
Valley, Yarmouth & Acadian Shores and South Shore. The call to action will pull traffic to the
regional tourism website with links to our members’ and partners’ websites and contact
information. Advertising and promotional initiatives build on Nova Scotia Tourism’s marketing
efforts and leverage its plan. In addition, DSWNA will be working closely with Nova Scotia
Tourism to increase the profile of the three regions on novascotia.com.
Recognizing 2012 was a transition and building year, in 2013, DSWNA will expand marketing
tactics and will be working towards more online with social media, a bilingual website, visitor

servicing, packaging, new partnership opportunities, industry and public communications, plus
evaluation and measurement techniques.
To achieve the goal of 1% percent increase in tourism throughout the region, a consolidated,
cooperative regional marketing effort, supported by Nova Scotia Economic and Rural
Development and Tourism, the regions’ municipalities and all our members is required. The
2013-2014 media plan is designed to highlight key travel motivators within the three regions,
bringing people in our primary markets of New Brunswick and Nova Scotia to our members’, the
call to action will be dswna.com websites or related URLs. We will also have the opportunity to
feature new experiences from our experience inventory, packages and products that will include
evaluation and measurement techniques.
3.2 Measuring Our Successes
With the goal of a 1% increase in tourism, it is essential that DSWNA measure and evaluate all
marketing initiatives. The evaluation of these initiatives will be achieved through satisfaction of
stakeholders (surveys, direct follow up), effectiveness of marketing tactics, awareness of the
region and business booked from the marketing efforts. DSWNA will measure through website
analytics, level of members/partners engagement, surveys, conversions to websites, packages and
itineraries, media exposure, provincial statistics, reports and analysis through Nova Scotia
Tourism.
3.3 Target Markets
The research team at Nova Scotia Tourism has recently completed a detailed segmentation
analysis of the pleasure market using data from the 2010 Visitor Exit Survey. This analysis has
provided valuable insights into ten groups representing 74% of pleasure visitors to Nova Scotia.
Of the top four high-yield segments, three are of particular interest to Destination Southwest
Nova members:
 Outdoor Enthusiasts
 Cultural Enthusiasts
 Culinary Enthusiasts
The marketing strategy calls for DSWNA to ensure that marketing initiatives deliver results.
Many factors have affected traditional visitor markets reducing tourism to Nova Scotia. For this
reason, the media opportunities presented in this plan focus on the following priority markets for
the three regions within Southwest Nova:
 Nova Scotia, primarily in the Halifax Regional Municipality
 New Brunswick, New Brunswick primarily in Saint John, and Moncton
 Non-resident visitors already travelling in Nova Scotia
 Ontario, Quebec and Western Canada in partnership with stakeholders and the NSTA
 New England in partnership with stakeholders, Bay Ferries and the NSTA
Marketing initiatives into Quebec, Western Canada and U.S. will continue to be evaluated in
partnership with Nova Scotia Tourism Agency and other strategic partners. Visiting Friends &
Relatives will continue to be a target with ongoing evaluation. Tactics to reach key tour
operators, travel trade specialists and travel media will be addressed in the communications plan.

3.4 Highlighting Core Experiences & Hidden Gems
Nova Scotia Tourism uses six core experiences to attract visitors to the province, categorized as
seacoast, outdoor, culture, cuisine, heritage and urban. DSWNA has many of the province’s
top-ranked experiences and demand generators in these categories. DSWNA will use experience
rich images and creative messages featuring market-ready experiences and demand generators
that embrace and communicate these core experiences in all marketing tools. DSWNA will
work closely with Nova Scotia Tourism to build on the experiences and images from the three
regions that are featured in their marketing campaigns and on novascotia.com. The look and
‘feel’ of all marketing products will be carefully coordinated and instantly recognizable as
coming from the region of Southwest Nova Scotia. This approach will create a ‘marketing
synergy’ that will compliment and leverage the marketing initiatives being undertaken by Nova
Scotia Tourism.
In 2012, DSWNA began to develop an inventory of professional images with the assistance of
Nova Scotia Tourism Agency and industry that describe & illustrate the demand generators and
secondary motivators by region, season, experience and core images. The association continues
to add to the inventory and would ask that any partners or stakeholders that have professional
images which may be used in marketing and promotional efforts to share and send them along to
be part of the inventory which may be accessed by industry. By utilizing the same or similar
images, it creates a synergy in the region and assists in marketing one Nova Scotia.
3.5 Media Mix for Results
New online and social marketing opportunities are being developed at a rapid pace. While the
popularity of online media continues to grow, it is important to keep in mind the demographics
of our audience to ensure the most effective media choices are being implemented. According to
the Nova Scotia Tourism Agency, there appears to be a steady shift from print literature to online
forms of communication that must be addressed. Sixty-five percent (65%) of travellers research
destinations online before deciding where to travel: eighty-five (85) percent use their smart
phones while travelling, and 70 percent update their Facebook status while on vacation. Two-
thirds of would be travellers view video’s to help select destinations. The province further points
out that we require a first rate online tourism presence and a mobile plan, while fully capitalizing
on the power of social media. It is important to note that consumers aged 18 to 34 were
approximately twice as likely as those aged 35 to 54 to trust social media sources for
information.
As our primary markets are aged 35+ and based on our own research findings, this media plan
incorporates a blend of traditional media with a continuum of growth for online opportunities.
However, due to the constantly evolving marketing environment, both traditional and digital
channels will be regularly monitored to measure shifts in use and to determine the optimal media
mix is being offered to DSWNA members. The DSWNA Media Plan must be responsive to
consumer wants and needs and be able to adapt communication channels accordingly.
3.6 Regional Website
The value and importance of websites cannot be underestimated. As key travel research,
planning and booking tools with an estimated 65% of people using the internet for their trip
decision-making. The regional tourism (DSWNA) website is the centre of all marketing
activities. It will be vital, visual and interactive. With a strong customer focus, it will feature the

‘must-see & do’ visitor experiences that can be enjoyed in each of the three regions. A rich and
varied selection of itineraries and packages will also be available. The enhanced regional website
will make it simple and enjoyable for the customer buying a trip or downloading materials. This
site is the best location to offer visitors the full experiences of the region. In 2012, DSWNA
developed an interactive map on the regional website highlighting by a pin point on a map of the
region. As the world is getting smaller and smaller and more people are researching online and
travelling with mobile devices (85%) in Nova Scotia, with 85% of pleasure travellers updating
their Facebook status, DSWNA will strive to have our enhanced site available as a mobile site in
2014-2015 business plan. In addition, we will work closely with NS Tourism to enhance our
regional mobile pages on www.novascotia.com.
All advertising calls to action will direct traffic to the DSWNA website which in turn will link
people to members and partners’ websites. Creative continuity will tie the website to advertising
mediums. Messages and graphics will have the same creative direction giving DSWNA and its
three regions a distinct and appealing brand image. Packages, itineraries and special offers will
compliment Nova Scotia Tourism’s marketing efforts.
Website activity will be carefully monitored measuring numbers of visitors to the site plus
conversion metrics tied to each click, like referrals to members’ sites, guide requests and Travel
Club sign-ups. Overall visitation to the regional website, launched in August 2012 is as follows,
which Canada having the 79% of visits to the website. In reviewing a further breakdown, the top
five (5) Canadian visitation provinces were Nova Scotia, Ontario, Quebec, Alberta and New
Brunswick.
79%
15%
6%
Overall Visitation to website
Canada
US
Other

The chart below and on the following page compares the unique visits for 2009-2012, as well as
the bounce rate on the website. These are based on fiscal year from April-March.
DSWNA will increase unique visits by 2% to 54,200 unique visits.
DSWNA will decrease bounce rate by 2% to 49.5% from 50.89%.
3.7 Social Media
Recognizing the importance and value of social media, the Marketing Strategy recommends
concentrating on expanding social media efforts in 2013 as a region. Following this direction, we will
capitalize on existing social media opportunities available through Nova Scotia Tourism and
members during 2013. In 2012, we focused on an industry facebook page, industry twitter account,
developed a blog, created a company profile on Linked-In, as well as Pintrest. We continue to have a
YouTube Channel and will cross promote where possible. In 2013, as indicated above, DSWNA will
develop a consumer/traveller facebook page (novascotiabackyard) as well as Twitter Feed
(novascotiabackyard) highlighting the many hidden gems, locals know and experiences in our region
to encourage these visitors to explore our regional website.
47942
46377
52000
53054
42000
44000
46000
48000
50000
52000
54000
2009 2010 2011 2012
Unique Visitors
www.novascotiabackyard.com
49.78
47.77
52.41
50.89
44
46
48
50
52
54
2009 2010 2011 2012
Bounce Rate (%)
www.novascotiabackyard.com

3.8 Meetings & Events
Many operators within the region (Southwest Nova Scotia) are actively participating and involved in
the business of meetings and events at a variety of levels. The region can benefit from the business of
the meetings and events market (business travellers make up 35% of market in NS) by operators
hosting meetings in the region, as well as by offering pre and post meeting activities in the region.
Working with eight (8) key meeting partners in the region, DSWNA will assist in the facilitation and
support the activities of these partners. In addition, the Association will facilitate a regional website
page (Meet Here!) specific for meetings & conventions in Southwest Nova Scotia through the url
www.meetnovascotia.com. DSWNA is a member of Destination Halifax who is tasked with
increasing Meetings & Events for Nova Scotia. DSWNA is actively involved and participating with
Events Liverpool and Yarmouth & Acadian Shores Events. Outside of Halifax, this region has the
most facilities that can accommodate larger meetings & events than anywhere else in Nova Scotia.
Being involved and supportive of provincial initiatives, the Association will have access and the
ability to attract more business travellers and events to the region, as well as having the ability to
position packages and offers for the attention of inbound meeting delegates in HRM.
DSWNA, in partnership with the meetings & events partners in the region, will continue to
enhance the www.meetnovascotia.com
3.9 Co-operative Marketing Partnership Program
Building on 2012, DSWNA is pleased to continue the co-operative marketing partnership
program for DSWNA members. Members will have the opportunity to apply for funds through
the Co-operative Marketing Partnership Program (up to a maximum of $5,000) to support new
and innovative marketing initiatives undertaken with two or more partners for the purpose of
building tourism revenues in the regions. Contact the DSWNA office for details or visit the
DSWNA website for application information.
3.10 Media Buy (Consumer Market)
Media buys for 2013-2014 are described below and summarized on a media calendar. This
calendar is a handy planning tool which will enable members to review at a glance advertising
opportunities for the year. Both booking dates and deadlines for artwork are included.
Summer Vacation and Golf Guide 2013
2013 - Published (Destination Feature on behalf of Membership)
Target Audience: New Brunswick, Moncton, Saint John, Fredericton & Prince Edward Island,
Summerside & Charlottetown (Pleasure Travellers & Golf Enthusiasts)
Distribution: With a reach of almost 300,000, a 32 page tabloid feature with a full page of
regional editorial, in addition to the back cover. Inserted in the following publications: Telegraph
Journal, Times & Transcripts, Daily Gleaner and Prince Edward Island Pioneer Journal,
Summerside and The Guardian, Charlottetown.
Summer Vacation and Golf Guide 2014
Target Audience:: New Brunswick, Moncton, Saint John, Fredericton & Prince Edward Island,
Summerside & Charlottetown (Pleasure Travellers & Golf Enthausiats)
Distribution: The Summer Vacation Guide is inserted into the full distribution of the
Telegraph Journal, the Moncton Times & Transcript and the Fredericton Daily Gleaner,

Prince Edward Island Pioneer Journal, Summerside and The Guardian, Charlottetown, for a
total readership of almost 300,000.
Newspapers
As previously referenced, newspapers remain an important advertising medium for our target
markets. DSWNA is continuing a print campaign aimed at audiences in Nova Scotia, particularly
the Halifax Regional Municipality, and in New Brunswick with concentration in the two main
population bases of Saint John and Moncton. Many of these buys combine advertisements with
regional editorial support which significantly strengthens the message and its reach. Insertion
dates are Thursdays in the Entertainment Sections where people are looking for things to do on
the weekends.
Opportunities to maximize exposure of the three regions and to strengthen our advertising efforts
are available through timely and well-prepared media releases that publicize newsworthy
experiences, events and activities. In both Nova Scotia and in New Brunswick, we will be able to
directly access editorial departments via our sales representatives. This is a very beneficial as it
means that publicity materials will be presented in person directly to editors for their review and
publication.
New Brunswick Advertising Opportunities
 Telegraph Journal Bundle (Telegraph Journal and HERE Magazine):
Each buy gives members one complete bundle that includes their advertisement in the
following two publications six times throughout the year:
o Telegraph Journal (Saint John and provincial edition) – approx. 100,000 readers
across the province with a concentration in Southern NB and an average household
income of $60 929.
o HERE Magazine (Saint John, Moncton and Fredericton entertainment magazine
with festival and event news) – approx. 56,000 readers with 46% aged 18 – 34 years
and 42% aged 35-55 years.
Nova Scotia Advertising Opportunities
 Chronicle Herald
Target Audience: Nova Scotia resident’s, particularly Halifax Regional Municipality
(HRM)
Six ad spaces on a 2/3 full colour page in the Thursday Entertainment section with the
exception of All in a Day’s Drive (June) and Autumn Adventures (September) which will run
in the Saturday editions. These opportunities will provide seven key opportunities to reach
Nova Scotians, particularly in the HRM starting in June with the special feature of All in a
Day’s Drive.

Saltscapes Printed
A selection of popular, previously tested consumer and travel trade publications are included
because of their continuing success as tourism advertising vehicles for DSWNA. Circulation
information is included below showing distribution to key target markets.
 Saltscapes Food and Travel Guide (annual publication)
Full colour ad space on a DSWNA ad page supported by editorial. Ads in this very
popular issue are limited to a first come, first serve basis.
Target Audience: Ontario and Atlantic Canada
Distribution: 250,000 copies printed with 33,000 going to subscribers. Copies are
handed out at sample stations at Sobey stores in Ontario sampling Atlantic Canadian
food. Sold on major newsstands over 8 months with 80% sell through.
 Summerscapes Calendar 2013-Now published. This publication (calendar) featured
signature events, along with monthly events, packages and Fan Trips featuring each
region.
 Summerscapes Calendar 2014 – This publication (calendar) will feature signature
events, along with monthly events, packages and Fan Trips featuring each region.
Distribution: 399,500 copies distributed in May issues of Saltscapes, Chronicle Herald,
Cape Breton Post, Saint John Telegraph Journal, Moncton Times Transcript, Fredericton
Gleaner, Charlottetown Guardian, the Atlantic Canada edition of the Globe & Mail and
general distribution. Each issue is also online with both DSWNA and Nova Scotia Tourism
for six months.
 Winterscapes Calendar 2013-Now Published. This publication (calendar) featured
signature events, along with monthly events, packages and Fan Trips featuring each
region.
 Winterscapes Calendar 2014 - This publication (calendar) will feature signature events,
along with monthly events, packages and Fan Trips featuring each region
Distribution: 399,500 copies distributed in January issues of Saltscapes, Chronicle Herald,
Cape Breton Post, Saint John Telegraph Journal, Moncton Times Transcript, Fredericton
Gleaner, Charlottetown Guardian, the Atlantic Canada edition of the Globe & Mail and
general distribution. Each issue is also online with both DSWNA and Nova Scotia Tourism
for six months.
 Saltscapes Magazine
Ad space on the full page colour DSWNA ad page in the July/August issue and/or the
September/October issue

Distribution: Each issue has a 45,000 circulation in Atlantic Canada with an audited
readership of 408,000 per issue.
Regional Guides
 2013 Now Published
 Bay of Fundy & Annapolis Valley (partnership with Central Nova Tourism
Association) - 45,000 copies
 South Shore – 35,000 copies
Distribution: Visitor Information Centres, Mail Outs, Consumer Shows, Intercept Strategy
 2014 Regional Guides
Advertising sales begin in August 2013 for the 2014 regional guides; we would like to
have our guides ready for the tradeshow season in early 2014. This is a cost effective way
to showcase your business and services to travellers throughout the tourism season. If
you would like to participate in 2014 guide, please contact the association.
Online Campaign
 12 Week Online Campaign
While readership of the Chronicle Herald newspaper still leads, online readership is
rapidly increasing. An online campaign with 500,000 impressions paired with the print
campaign during the months of July, August and September will provide maximum
coverage within our Nova Scotia market. Big Box or leaderboard ads available.
Target Audience: Nova Scotia, primarily Halifax, Ontario, Western Canada, New
England
 Digital – Run of Network
Using Transcontinental’s inventory of Nova Scotia, Ottawa and Toronto’s online
newspapers and magazines we can purchase 395,000 views with a 10% bonus of an
additional 39,500 based on availability. This will give members an opportunity for low-
cost, digital exposure (cost per 1000 impressions-$17.00) to people in these three markets
in a choice of times from June through to September.
Target Audience: Nova Scotia, primarily Halifax, Ontario, Western Canada, New
England
 Reverse Targeting- NS Sites
Using Transcontinental’s websites for their 18 Nova Scotia community newspapers we
can target readers only in New Brunswick, Toronto and Ottawa. Many of these people
will be former Nova Scotia residents or have family and friends in the province. This is
an extension of the province’s VFR campaign where people are being encouraged to
make 2012 the year to come home to Nova Scotia. Big box ads give members a low-cost

($12.00 per 1000 impressions) opportunity to market directly to people connected to and
interested in Nova Scotia.
 Webcam
Monthly Leaderboard ads can be purchased on www.novascotiawebcams.com, Canada’s
most popular webcam website with stunning, panoramic, high resolution live images
from Nova Scotia. Guaranteed impressions are 75,000 per month.
Monthly online traffic stats (source: Google Analytics 2/2011) show over 90,000 unique
visitors, over 300,000 visits and 1.4 million page views. There are high return rates with
low bounce rates. It is important to add that Webcam is always one of the top five
referral sites to dswna.com.
Billboards
Target Audience: In market travellers and Halifax
Billboards are highly visual and reach a large number of in-market tourists as well as residents.
As such, it delivers the message, the audience and efficiencies in a way that consumers and
business magazines cannot, especially in a relatively small market with a tight advertising budget
that has to work hard to deliver multiple objectives for our three regions.
We will aim to deliver three faces in HRM with mix of location reaching in market travellers and
residents at strategic and high-traffic spots for four weeks across summer and fall. We will rely
on member participation. Key experiences will be highlighted with an enticing message and a
special URL.
Travel Media
Editorial coverage of our tourism experiences within Southwest Nova Scotia’s three regions is a
powerful and highly effective means as a travel influencer for readers. In addition to the
publicity/editorial campaign that we will be used with the New Brunswick Telegraph Journal and
Nova Scotia’s Chronicle Herald, we are working closely with Nova Scotia Tourism to host travel
writers. In June we will host a travel writer from MSN Voyage.ca who writes in French, along
with a lifestyle blogger. These initiatives will spotlight our regions and give us important
exposure in Canadian, American and international markets. Throughout the season, DSWNA
will look for other media opportunities to promote the Bay of Fundy & Annapolis Valley, South
Shore and Yarmouth & Acadian Shores.
To support these efforts, we will create a travel writers’ kit containing itineraries and
descriptions of experiences available in the three regions.
Concierge Program – Partner Opportunity
Target Audience: In market travellers and HRM-Intercept Strategy
As DSWNA works to improve visitor services in the region, we recognize that outstanding
product knowledge is critical for front line staff. Once again we will host a special event in
Halifax in June 2013, where front-line hotel staff can have a combined training and first-hand
experience of some of the exceptional tourism opportunities available in the three regions. Our

goal will be to create passionate ambassadors for our beautiful regions. A kit containing “At a
Glance” materials and some ‘experience surprises’ will be provided to each attendee. As an
incentive for front line staff to explore our three regions we will again hold a contest where they
can drop their business cards in a special ballot box at Visitor Information Centres (VICs) in the
region. At the end of the season we will do a draw for a getaway to our three regions.
Opportunities for members to join in this promotion will be launched in early-mid June.
Inserts (Packages & Experiences) – Globe & Mail Atlantic and Chronicle Herald
Target Market: Nova Scotia primarily HRM and Atlantic Canada
Inserts can offer more creative flexibility for one or multiple partners. Advertisers can double
their message “real estate” by having content appear on both sides. Most important of all, they
can be targeted more finely than newspapers themselves, because they can be inserted to be
delivered to households most receptive to the message. We would be creating special packaging
or pricing for tracking purposes. The same creative would be used for both newspapers.
Chronicle Herald-targeted to upscale, white collar educated readers with the highest propensity
to travel.
Consumer & Trade Shows/Exhibits
Event: Incentive Works
Dates: August 20-21, 2013
Booking Deadline: June 2013
Location: Toronto
Description: This is a new conference and trade show targeted at business event
planners. DSWNA will partner with White Point Beach Resort with the objective of
introducing our region filled with world-renowned attractions with an extensive range of
exciting outdoor and cultural activities as a fresh, new alternative for business meetings
and events
Event: Optimyzlive Health Expo
Dates: January 2014
Booking Deadline: September 2013
Location: Halifax
Description: This is the largest health, fitness and lifestyle show in Atlantic
Canada featuring a range of lifestyle related exhibitors wanting to reach an active and
engaged audience of more than 5,500 people with 91% stating that they are looking for
outdoor adventure experiences when they travel. DSWNA will host a stage presentation.
Event: Atlantic Outdoor & RV Show
Dates: March 2014 (TBC)
Booking Deadline: December 2013
Location: Halifax
Description: The 2013 show welcomed a record attendance of almost 26,000
outdoor enthusiasts, RV owners and potential buyers exploring tourism opportunities.

Our scenic touring routes, wide range of unique experiences and camping facilities make
Nova Scotia an appealing destination.
Event: Atlantic Motorcycle and ATV Show
Dates: Mid February 2014 (TBC)
Booking Deadline: October 2013
Location: Moncton, NB
Description: Approximately 10,000 motorcycle and ATV enthusiasts, clubs,
associations and interested new fans attend this show. Many of them enjoy motor cycle
touring making them a keen audience for Nova Scotia tourism experiences.
Event: AAA SNE Travel Marketplace
Dates: March 2014 (TBC)
Location: MA, USA
Description: The 2013 show welcomed a record attendance of over 17,000
travel consumers ready to purchase. For 2014, DSWNA would partner with Yarmouth &
Acadian Shores Tourism Association (YASTA). This is a direct to market link to in
preparation for the return of the New England to Nova Scotia transportation link.
Exclusive to show itinerary development and partner opportunities
Event: Saltscapes East Coast Expo
Dates: late April 2014 (TBC)
Location: Halifax
Description: The Saltscapes East Coast Expo continues to be a highly
productive consumer event that allows DSWNA, regional operators and member
organizations to successfully promote their tourism experiences to an enthusiastic,
prosperous Maritime audience of over 28,000 visitors.
Maritime Savers
Target Market: New England, Ontario, Quebec, New Brunswick and Nova Scotia
The Maritime Travel Saver program is a FREE program that allows Maritime tourism
partners to upload and share great promotions and packages with our passengers. Travel
deals can be featured in a variety of categories, including accommodation, events, and
attractions and must be limited to Nova Scotia, New Brunswick and Prince Edward Island.
What’s more, there is no cost or limit to the amount of promotions uploaded over the course
of the 2013 tourism season. You can manage your deals though the easy to use backend
administration area and can have 2 deals published on the Web site at any point in time.
All deals will be published on the high traffic website www.ferries.ca travel portal and will
be promoted online by Bay Ferries Limited at www.MaritimeTravelSaver.com. Contact
Jessica Gillis at jgillis@nfl-bay.com or call DSWNA office at 1-902-634-8844 for more
information.

In addition to the above, DSWNA is actively in market with the following:
The Ultimate Bay of Fundy Road Trip Partnership
The essence of the Ultimate Nova Scotia Road Trip campaign is to encourage users to travel
throughout the Southwest region of Nova Scotia. We have designed in partnership with Bay
Ferries, Destination Saint John and Irving Oil a series of interactive itineraries highlighting
participating partners and the experiences of all three regions.
Primary objectives of the campaign were to increase awareness throughout Southwest Nova
Scotia’s regions, increase exposure, fulfillment requests, outbound referral traffic and exposure
for participating partners, increase bookings, reservations, exposure for non participating
partners highlighted on www.novascotiabackyard.com.
Through the program we highlight that Southwest Nova Scotia is the perfect road trip, enriching
a travellers mind and spirit of adventure by exploring the experiences of our three regions.
www.ferries.ca
Le Societe Acadian (Acadian Tourism Product)
Joint Acadian Promotion, positioning the Acadian Tourism product of Nova Scotia in the
Francophone market in partnership with Yarmouth & Acadian Shores Tourism Association,
Destination Cape Breton, Nova Scotia Tourism Agency, Grand Pre, Cheticamp, etc
 Salon RV in Québec city (Camping)
 Marketing campaign in New Brunswick and Prince Edward Island
 Design and build a permanent Kiosk themed, l’Acadie de la Nouvelle-Écosse
Throughout the year, as new opportunities present themselves, they will be assessed to determine
their ability to further our marketing objectives. We will only pursue initiatives that will
contribute to meeting our 1% goal.
4.0 COMMUNICATIONS
A solid communication plan is important to maintaining a strong organization. Communicating
DSWNA’s activities and events and highlighting the important contribution that tourism makes
to the economic and social well being are essential to a sustainable structure. These
communications also serve as important membership recruitment and retention functions by
keeping stakeholders informed of the Association’s activities and tourism-related initiatives. In
addition, it helps remind stakeholders that DSWNA is working on their behalf. It is imperative
that DSWNA facilitates two-way communication with members and stakeholders and keeps
information flowing in a timely manner.
For DSWNA to be successful in its goal to increase stakeholder engagement, communication is
critical. DSWNA will focus on enhancing communications with customers, internal
communications and external communications. In late 2012, the association developed a strong
communications plan (internal and external) identifying the methods of increase visitation within
the region, stakeholder engagement and strength within the organization.

Currently, DSWNA communicates regularly with all levels of government, industry and media
through email correspondence, DSWNA meetings, presentations and through involvement on
committees. DSWNA corresponds with visitors through participation at consumer shows and
on-line and off-line advertising, as well as inquiries, and through Visitor Information Centres.
4.1 Communications with Customers
Communication with customers encompasses both on-line and offline methods and direct
interaction with customers through stages of their experience. DSWNA communicates with over
8,000 Travel Club members by e-blasts and e-specials at least eight (8) times per year. These e-
blasts highlight experiences, packages, events and specials to encourage travel and increase level
of spending. This list was established through contests, trade shows, website opt in and
inquiries. It is important that DSWNA continue to communicate and grow this list to engage
more customers to visit, stay longer and spend more in our region. It should be noted that after
each e-blast was sent to the travel club, there was a noted increase in visitation to the website.
DSWNA will further increase the Travel Club list by 5% to 8,543 from 8,137.
4.2 Internal Communications
The Board of Directors, staff, committees and stakeholders all play an important role in
enhancing communications internally to be strong externally. Establishing clear by-laws,
governance policies, terms of reference for committees, job descriptions, policies, goals,
objectives, measurements and on-going feedback will strengthen our relationships, our board,
our team and overall the organization. The Board of Director’s meet at least eight times per
year.
4.3 External Communications
Over the past few years, communications have been identified as both a positive and an area for
improvement. Some industry stakeholders have reported that we send too many
communications, while others have shared that they do not receive enough. At the end of March,
DSWNA was communicating with close to 1,000 industry stakeholders through our regular
distribution list, as well as 425 friends on the industry facebook and 192 followers on twitter
which was launched in January 2013. The industry distribution list consists of members,
partners, stakeholders and investors in the tourism industry.
Moving forward, DSWNA will ensure that communications are clear, regular and relevant; that
they are sent to the right stakeholders at the right time; that they are frequent and consistent and
that follow up for offers and deadlines will be done personally. In addition to our industry
facebook page, which provides updates for industry, we will establish a Consumer/Visitor
Facebook Page, highlighting the hidden gems, experiences and all that there is to see & do in
Nova Scotia’s Backyard.
DSWNA will increase industry facebook page by 10% to 468 from 425.
DSWNA will create a consumer/visitor facebook page highlighting the region with 500
friends/likes by March 2014.

In terms of the newsletter template and current readership levels (on average 195 or 18% of
readers open the monthly newsletter) and industry engagement, DSWNA will be launching a
new newsletter template and industry portal for highlights and updates, called Southwest
Connections. This new design will provide the association the ability to update industry in a
timely manner and in a clear, easy and professional format.
DSWNA will develop a new newsletter template namely Southwest Connections.
DSWNA will develop a survey to gage and assess the new format for the industry’ portal
and newsletter.
The provincial inTouch Newsletter, is filled with the latest news from the Department and other
industry members. inTouch provides up-to-date information on ongoing provincial partnership
opportunities and programs, and gives subscribers an overview of what’s happening in the
industry. DSWNA will continue to circulate and include this information in our newsletters and
on the members’ portal to members and stakeholders.
4.4 Industry Portal – http://partners.novascotiabackyard.com/
In 2008, DSWNA launched the Members/Partners Portal as the central location for information
for our members/partners as well as publications, reports and information on what’s happening in
the region. In 2011, we further enhanced the information on the portal to include statistics,
research and analysis for industry stakeholders, as well as having more information available
without logging in to the portal. By allowing increased public pages, it provides industry better
access to the importance of tourism and opportunities in the region. With the need to update
industry in a quicker, more efficient manner, DSWNA will develop and implement a new
industry portal, in line with the new newsletter, Southwest Connections. The new portal will not
require a log-in from members unless they wish to update their enhanced website listing. By
providing open access to the industry portal, DSWNA believes that it will provide an opportunity
for industry to stay up to date with events, statistics, new initiatives and act as the information
hub for industry in region.
DSWNA will develop a new industry portal building on the newsletter Southwest
Connections.
4.5 Industry Engagement
Over the past few years, industry engagement through memberships and partnerships have been
declining. Annually, DSWNA holds two networking and industry engagement opportunities,
through the Annual General Meeting in Spring and the Semi-Annual Meeting held in Fall. The
calendar will also include the addition of three (3) industry cafés for stakeholders in each region.
It is important that we re-establish the Association as the tourism industry leader representing the
needs of its members and provide opportunities where industry can talk to industry and grow the
capacity within the region.
DSWNA will host at least three (3) industry cafes for stakeholders in each region annually
for updates, information and networking.

5.0 MEMBERSHIP
Since inception in 2006 until 2009, the Association was an industry-led, membership
organization. In 2009, the Association changed to an attempted partnership model, as a ‘pay to
play’ initiative, which caused a considerable amount of confusion among stakeholders. In 2011,
DSWNA moved back to an industry-led membership organization and has clearly articulated the
difference between membership and partnership. In 2012, a review of the membership incentive
program/package was completed which clearly identified the four (4) key membership benefits,
which include enhanced regional website listing, member pricing on promotion and marketing
initiatives, information / communications services and education /networking opportunities. In
addition, a new membership incentive package was developed highlighting the benefits of being
a member of the association.
5.1 Member
A member is an industry stakeholder who supports and upholds the goals and objectives of
DSWNA and pay a base participation membership fee which includes a basic listing of
company/organization to be included on the website (with a reciprocal link). Membership is
completed on an annual basis. Membership at March 31, 2013 consisted of the following:
DSWNA will increase annual membership by 10% to 189 from 172.
6.0 PARTNERSHIP
DSWNA continues to work closely with partners from Tourism Industry Association of Canada
(TIAC), Atlantic Canada Tourism Partnership (ACTP), Canadian Tourism Commission (CTC),
Nova Scotia Economic & Rural Development and Tourism (NSERD&T) along with the Nova
Scotia Tourism Agency (NSTA), Atlantic Canada Opportunities Agency (ACOA), Regional
Tourism Industry Associations/Destination Marketing Organizations (RTIAs/DMOs), Municipal
Units, Bay Ferries Limited, Discover Saint John, Parks Canada, Motorcycle Tour Guide of Nova
Scotia, grassroot organizations and industry stakeholders to enhance collaboration and
partnerships to continue to increase tourism revenues and to decrease duplication of efforts.
0
10
20
30
40
50
60
70
80
Bay of
Fundy &
Annapolis
Valley
Yarmouth &
Acadian
Shores
South
Shore
Other
66
23
76
7
2013
2012
2011

Building on our partnerships within the region, in 2013, DSWNA will welcome Roger Brooks,
Destination Development Inc, to conduct market-readiness assessments in Yarmouth & Acadian
Shores region (Woods Harbour – Digby), Queens and Shelburne Counties (Green Bay – Shag
Harbour) and a re-assessment of the Bluenose Coast on the South Shore (Petite Riviere-near
Halifax). The overall objective of undertaking this assessment is to provide the communities
involved with a realistic and objective look at their destinations from the perception of a visitor.
This will enable the communities to capitalize on their strengths, see the opportunities and
encourage discussion and partnerships to showcase the destination and provide a lasting
impression for the visitors.
Since 2008, Mr. Brooks completed several community assessments in Nova Scotia. The
completed assessments include Bluenose Coast on the South Shore, Annapolis – Digby area,
Annapolis Valley, the Cabot Trail (and re-assessment) and the Northumberland Shore. The
results of these assessments were well received by the communities in all areas and work has
begun on a number of the recommendations that were made in each assessment.
The project also involves the completion of a market readiness assessment, which will identify
signage (public and private), way-finding (ease of getting around), general appeal (architecture,
beautification), critical mass/business mix, business hours, visitor information services, visitor
amenities, local attitude, attractions (things to see and do), etc. In addition, for every challenge
that is identified, there will be an opportunity or suggestion on how to improve it from a visitor’s
perspective. DSWNA is excited to partner on this initiative with Yarmouth & Acadian Shores
Tourism Association, Shelburne County Tourism Association, Region of Queens Municipality
and Destination Bluenose Coast.
7.0 VISITOR SERVICES
In December 2003, the Province of Nova Scotia released its Visitor Information Services
Strategy. The Strategy was not implemented; however, the information contained in the report is
a valuable tool to assisting to develop and enhance visitor services in the region moving forward.
Visitor Information Centres (VICs) and visitor servicing continue to play an important and key
role in tourism marketing.
Annually, through a partnership agreement with Nova Scotia Tourism Agency, DSWNA
allocates and administers the Provincial Employment Program (PEP) funding for staffing at the
Visitor Information Centres. In addition, DSWNA applies annually for Student Travel
Counsellors under the Canada Summer Jobs (CSJ) Program through the Government of Canada,
and once/if approved administers this program investment.
With a strong customer focus, DSWNA will strive to develop a service network that provides an
efficient information delivery system, quality service and connectivity. The underlying
components of the plan include sales and product knowledge training, as well as industry and
front line staff networking.
7.1 Visitor Information Centres (VICs) Overview (Nova Scotia)
In Nova Scotia, there are 67 individual VICs operating seasonally, as well as provincial centres.
While 80% of visitors seek destination information through the internet, there continues to be

those visitors that adjust their travel plans enroute through Visitor Information Centres. It should
be noted that VIC visitation was lower in 2010 compared with 2004; however, in 2010, research
indicates that one-quarter of visitors stopped at a Visitor Information Centre (VIC) at some point
during their trip with RV Travellers (70%), pleasure travelers (43%), US (47%) and Overseas
(49%). Atlantic Canadians were least likely to use VICs. US, Overseas and Quebec travelers
were most likely to use the services of a Visitor Centre when entering the province, while US,
Overseas and Western Canada were to most likely use services while travelling throughout the
province. Of the visitors who stopped at a VIC, a majority (61%) felt that they learned about an
event, activity or area of the province that they did not know before. One-third of visitors (34%)
stated that they took part in an activity or event as a result of their trip to the VIC and three in the
stated they visited a part of the province they would not have gone to otherwise. Four percent of
visitors who stopped at a VIC extended their stay in Nova Scotia. Among those who extended
their stay, the average visitor stayed an additional 2.0 nights. The average additional nights
remained unchanged since 2004.
7.2 Southwest Nova Scotia VICs
In 2012, DSWNA assisted in the co-management (with the sponsoring organizations) of 25
local/regional Visitor Information Centres in Southwest Nova Scotia. At the same time, there are
three (3) provincial centres located in Peggy’s Cove, Yarmouth & Digby. Below is a chart
indicating the local/regional VICs in Southwest Nova Scotia, along with the sponsoring unit.
Visitor Information Centre Sponsoring Unit
Visitor Information
Centre
Sponsoring Unit
Windsor Town of Windsor Clare Municipality of Clare
Hantsport Town of Hantsport
Yarmouth & Acadian
Shores (Yarmouth)
Yarmouth & Acadian Shores
Tourism Association
Wolfville Town of Wolfville Clark’s Harbour Town of Clark’s Harbour
Kentville
Town of
Kentville/Municipality of the
County of Kings
Barrington
Municipality of the District of
Barrington
Berwick Town of Berwick Shelburne Town of Shelburne
Kingston Village of Kingston Lockeport Town of Lockeport
Middleton Town of Middleton Caledonia
Caledonia VIC Committee (North
Queens Board of Trade)
Bridgetown
Bridgetown Chamber of
Commerce
Liverpool Region of Queens Municipality
Annapolis Royal
Annapolis & District Board of
Trade
Bridgewater & Area
Municipality of the District of
Lunenburg/Town of Bridgewater
Bear River Oakdene Centre Lunenburg Lunenburg Board of Trade
Digby Town of Digby Mahone Bay
Mahone Bay & Area Chamber of
Commerce

Tiverton Tiverton Board of Trade Chester
Chester Municipal Chamber of
Commerce
Weymouth Weymouth Board of Trade
The Association gathers and submits statistics (guest book signatures/visitors counselled) from
the regional/local Visitor Information Centres in Southwest Nova Scotia to Nova Scotia Tourism
Agency. The charts below show the visitors counselled of the information centres from May-
October per region comparing 2009-2012.
Bay of Fundy & Annapolis Valley VICs (Visitors Counselled)
May-October 2009-2012
Yarmouth & Acadian Shores VICs (Visitors Counselled)
0
2000
4000
6000
8000
10000
12000
14000
2012
2011
2010
2009
0
1000
2000
3000
4000
5000
6000
7000
Clare Yarmouth
2012
2011
2010
2009

South Shore VICs (Visitors Counselled)
The development of a consistent manager’s manual/visitor services manual by DSWNA has
allowed managers to further train their staff, have pertinent information right at their finger tips
and have immediate access to all necessary procedures and reports. This document is especially
important and useful for new managers. The manual is constantly being updated and staff
receive new versions annually. The DSWNA reference manual is currently being utilized as a
model for local and regional VICs throughout Nova Scotia working with the other Regional
Tourism Industry Association/Destination Marketing Organizations.
In 2012, Visitor Information Centre staff partook in sessions that included: SuperHost, Service
1st, First Aid and Product Knowledge. The 2013 training will look similar as we continue
tackling time challenges and focus on new training development and opportunities, such as the
World Host Program, which replaces SuperHost. Training and education is key to the success of
our industry in the region.
DSWNA will train a staff person to be a facilitator for the World Host Program.
As well, DSWNA provides a consistent co-partnership agreement with sponsoring units,
training, local literature distribution, familiarization tours, product knowledge, technology
support, ongoing resource and supervision and administrative services to all 25 Visitor
Information Centres, as well as pre and post meetings with sponsoring units and VIC managers.
Once the visitors are here, we need to keep in the region through an intercept strategy. Part of
this strategy is to provide industry operators the opportunity to test drive or sample the products
that we have to offer here in our own backyard. Through product knowledge, product awareness
and experiencing it for yourself, you are better able to describe the experience or product and
recommend it first hand to visitors. In 2013, DSWNA will enhance and re-vamp the
Recommend the Southwest Program! This program will offer discounts on experiences and
products or complimentary samples all by DSWNA operators to other DSWNA Operators. The
program will be similar to the provincial Open Door Program, but will be operated throughout
the Southwest Nova Scotia region. The program can include discounts, friends and family rates,
0
5000
10000
15000
20000
25000
2012
2011
2010
2009

complimentary admissions to attractions, museums, etc. This program will assist in keeping
visitors and moving them around our region through recommended experiences.
DSWNA will re-vamp the Recommend the Southwest Program.
7.3 The Future
Visitor Services remain a crucial element of the industry in Southwest Nova Scotia. Although,
the majority of visitors research the destination prior to arriving, there continues to be visitors
that will adjust their travel decisions on site with the assistance of a well-trained and
knowledgeable travel counsellor.
With the co-partnering of Visitor Information Centres, training sessions, time management,
quality standard inspections, literature distribution, pre and post season meetings
(sponsors/managers), familiarization tours, product knowledge, technology support, ongoing
resource and supervision and administrative services to all 25 Visitor Information Centres, the
costs associated for the association is never cost neutral and therefore requires a more in-depth
review.
In 2012, DSWNA implemented a VIS Task Force (Operational Committee) of the Association.
This task force will review and develop a comprehensive VIS Strategic Plan by 2014, which will
measure and assess the importance/involvement of Visitor Servicing in achieving the overall
goal of growth in tourism for our region:
o Strategic vision for Visitor Servicing in the region
o Assess DSWNA’s involvement in Visitor Servicing
o Assess the current funding formula and develop enhanced criteria for funding
allocation
o Review the cost analysis of VICs in the region
o Assess roles & responsibilities of Managers/Supervisors
o Assess National Standards Certification
o Asses Information Technology in the VICs
o Assess the opportunities for cross-promotion and partnerships within the region
o Conduct research and gather information on visitors to our region ie. trends,
demographics
In 2011, DSWNA implemented a What’s Happening Now Program which was circulated weekly
to Visitor Information Centres in the region. This program provided updates on a weekly basis
on festivals & events, activities and attractions for visitors to the region. In 2012, the program
continues to be circulated to Visitor Information Centres, as well as industry (on average 17%
readers opened weekly). This program continues to be successful and if you would like your
events included as part of the wesbite and the What’s Happening Now, please contact the
association.
We need to ask our Visitors what motivates them to come to and stay in the region. We need to
be talking to the right visitors, at the right times, with the right messages in the right methods. In
late 2012 and early 2013, in partnership with Yarmouth & Acadian Shores Tourism Association
(YASTA), DSWNA developed a short on-line survey (Visitor Satisfaction Survey) that can de
delivered at VICs, members, industry and through other mediums. The survey will allow us the

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