I am a strong proponent of the City’s recent decision to redefine Guelph Tourism by looking at a new model of engagement and governance. While the City has made great progress in leadership of Tourism, it is time for a complete review.
This notion has long been expressed by local tourism industry stakeholders and was affirmed in the Prosperity 2020 report prepared for Economic Development and Tourism by Malone Given Parsons Ltd..
Here are a few excerpts and recommendations from Prosperity 2020, made to Guelph City Council in 2010. ian
“The industry is not working together collaboratively and not advocating for the City and telling its story. It needs to partner, collaborate and be cohesive within its own region”
“Consultation stakeholders do not perceive Guelph as having a distinct tourism brand, which makes the City more difficult to sell as a compelling destination. The City needs to attract and support job growth by increasing Guelph’s attractiveness and profile to short and longer haul visitors.”
“Build collaborative relationships with public and private sector partners in
tourism and hospitality.”
5.1 Define an effective model for leading Guelph’s tourism development and
marketing efforts in the context of a larger Regional Tourism Organization.
5.2 Develop programs and projects in market sectors in which Guelph can
maintain and establish new sustainable competitive advantage, which
complement Guelph’s current tourism product mix and build on the key
themes identified in the Premier-ranked Tourist Destination Project.
5.3 Branding and position Guelph with assistance and input from tourism
industry partners and stakeholders.
5.4 Develop sector-specific marketing strategies for each of the identified and
selected market sectors and segments, including downtown Guelph.
5.5 Collaborate with the University of Guelph to leverage tourism
infrastructure and programs.
5.6 Promote the importance and benefits of tourism investment in Guelph to
position Guelph in the minds of residents and businesses.”