Issue link: http://tourismwpg.uberflip.com/i/134953
the vision Winnipeg is on the brink of becoming a burgeoning city. Peering into the future, it's not too difficult to see Winnipeg as a major draw for visitors. This vision is becoming a reality with construction of the Canadian Museum for Human Rights, considerable revitalization of downtown and a significant rebirth at Assiniboine Park. Other significant projects include a new football stadium, the opening of IKEA™ and a new high-end retail complex, an expanded convention centre, and The Forks Renewal Corporation's and City of Winnipeg's 20-year Riverfront Development Master Plan. The potential is great and growing. From the moment visitors arrive at Winnipeg James Armstrong Richardson International Airport, they begin to experience the sincere friendliness and appreciation of the community, as residents and businesses alike have embraced the service experience. Concepts such as local theatre performed at museums, hands-on art weekends in open markets and interactive culinary activities all set the stage for a memorable visitor experience in Winnipeg. What is needed now is a creative vision that combines Winnipeg's many unique assets and attractions into a vibrant and compelling whole—a genuine and authentic visitor destination. A vision that is reflective of the diversity of the community, sensitive to its history and authenticity, yet clear and intelligent, willing to take risks and boldly proclaim Winnipeg's points of difference. A vision that creates an emotional relationship between the destination and the potential visitor, be they leisure traveller, convention delegate, amateur or professional athlete, or business traveller. A vision that seeks to connect people to a uniquely Winnipeg experience and appeals to an explorer's curiosity; a curiosity, which once satiated, will lead to fond and vivid memories, compelling travellers to plan a return visit and share their experiences. Destination management Winnipeg's Master Tourism Plan is reliant on the overarching principles of destination management, which means managing five key elements, including: destination offerings, visitor mix, marketing communications, advocacy and destination partnership formations. Its essential purpose is to increase visitation to a destination in a comprehensive and balanced manner, acknowledging both tourist demand and supply parameters. 6 The core elements of destination management include: Product Development – current destination offerings and the development of new attractions and support services Marketing, Sales and Servicing – most effective image or brand and the communications to priority target markets Community Relations – acting as the tourism advocate by raising awareness and profile of tourism locally in support of external marketing efforts The supportive elements of destination management include: Research and Planning – existing and potential target markets and the destination policy/planning for future marketing and development Leadership, Partnerships and Team Building – championing marketing, development and building alliances to achieve longterm goals Destination management is a subject of growing importance as destinations compete to provide the highest quality visitor experience while managing the impacts of tourism on the community and environment. A healthy destination marketing organization provides economic development, jobs, local taxes and economic support to local businesses, while providing necessary services to support the visitor's needs. The role of destination marketing organizations, such as Tourism Winnipeg, is becoming far broader as they move towards providing marketing as well as strategic leadership in destination development. These increased responsibilities require destination marketing organizations to drive destination management activities within the framework of a coherent strategy. Initiatives include attracting visitors, creating suitable environments and ensuring quality delivery so that visitor expectations are met, resulting in repeat and referral visitation. A Master Tourism Plan for Winnipeg | 2011-2015 | 2013 UPDATE