Dear Editor,
With the Games behind us, Tourism Whistler has been taking stock of the past winter and planning its future directions. Despite the amazing positive impacts of the Games and the corresponding optimism generated, the last months have given cause for some sober reflection. The question on many peoples’ minds has been, “What now?”
While Whistler has, without doubt, been blessed with enormous opportunities, these opportunities will languish without considerable hard work and a willingness to step up, adapt, evolve and even re-invent.
Like many businesses in Whistler, Tourism Whistler has recently paused for some honest self-assessment, and has invited its members to provide insight and assistance in confirming its future strategic direction. Through a series of member listening sessions and an online survey, members have responded with meaningful feedback that indicates an enthusiasm to work closely with the board and staff of Tourism Whistler as the future of the resort is shaped.
These engagement sessions have revealed several key themes:
A strong desire that marketing campaigns focus on the Whistler experience rather than price;
A wish to target more destination markets, shifting away from regional ones;
A recognition that marketing must continue to expand into new social media;
A general desire to connect guests with a greater breadth of what is uniquely Whistler;
A request that Tourism Whistler provide its members with marketing tools and education to increase brand alignment and reach.
When asked about the biggest challenge Whistler faces, members’ answers vary. The list includes:
A stagnant global economy;
A rising Canadian dollar;
Intense competition from other resorts.
These are not new challenges, but very real nonetheless.
When asked about the biggest opportunities Whistler faces, members were consistent — Post-Games Legacy:
New tourism products (Nordic facility, sliding centre, Celebration Plaza);
New infrastructure (upgraded highway; athletes’ village);
Increases in awareness of Whistler in key markets that no single marketing campaign could ever achieve (3 billion television viewers; 15,000 media covering the Games, with 4,000 hosted in Whistler).
Members are in definite agreement that Whistler must grasp the opportunities created by the Games with both hands. With tourism infrastructure that is the envy of destinations everywhere, new opportunities in emerging markets such as China and Brazil, and indications of a recovering economy (albeit slowly), Whistler does have reason for optimism.
Hard work lies ahead, however. Tourism Whistler must be nimble and flexible, and evolve with the ever-shifting landscape. As the world continues to change, Tourism Whistler must be innovative with its marketing, prudent with its resources, streamlined with its operations, and engaged with its members.
Tourism Whistler is dedicated to Whistler’s ongoing success, and, along with our members and partners, will continue to do our part to strategically position Whistler as the world’s premier mountain destination.
On behalf of our board and staff, I would like to thank all of our members who participated in our listening sessions and survey, and who are committed to ensuring that Whistler be the very best it can.
As engagement is an ongoing and iterative process, we welcome continued feedback, and encourage members to visit the Tourism Whistler member website (www.membernet.tourismwhistler.com) for a detailed summary of the member engagement sessions, and Tourism Whistler’s future directions for 2011.
Barrett Fisher
President and CEO
Tourism Whistler
