Confidential Final Report:

Cruise Readiness for Port of Yarmouth, Nova Scotia

Submitted to: Yarmouth & Acadian Shores Tourism Association

January 25, 2017

Prepared by

Melanie Colpitts, Vice-President

Aquila's Center for Cruise Excellence PO Box 6895, 10 St James Street

Saint John, New Brunswick, E2L 4S3 Email melanie@aquilatours.com

506.633.1224

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Table of Contents

I. Introduction 3 a. Purpose of the Port Readiness Workshop 3 b. About the Facilitators 3

II. Agenda for the Workshop 3

III. Attendance 4 IV. Results of the Workshop 4

a. Cruise Industry Overview 4 b. Determining Port Readiness: A SWOT Analysis 8 c. Cruise Line Expectations 11 d. How Shoreside Experiences & Shore Excursions Work 12 e. Sales & Marketing Strategies & Tactics for Cruise 16 f. Partnerships & Community Support 17 g. What Success Looks Like 18

V. Recommendations 20 a. Markets and Market Segments 20 b. Key Marketing Messages 20 c. Key Experiences for the Cruise Market 20 d. The 4 Keys to Success 21 e. Action Plan and Next Steps 22

VI. Conclusion 26 Appendices: Appendix A Workshop Evaluation Results 27 Appendix B List of Participants 29 Appendix C Niche Market Cruise Lines in the Canada New England region 30 Appendix D Definitions of Common Cruise Terms and Acronyms 33 Appendix E Websites for Helpful Information 34 Appendix F Aquila Company Profile 35 Appendix G Aquila Facilitator Profiles 36

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I. Introduction

This report details the consultative Port Readiness Workshop that was held on January 11-12, 2017, in Yarmouth, Nova Scotia and organized by the Yarmouth & Acadian Shores Tourism Association.

a. Purpose of the Cruise Readiness Workshop

The purpose of this Cruise Readiness Workshop was to identify the potential opportunities and developments necessary for servicing and growing the cruise industry in the Port of Yarmouth, Nova Scotia. The Cruise Readiness Workshop was customized for the Port of Yarmouth, and designed to be comprehensive, combining Aquila’s expertise with a consultative process that includes key stakeholders in the community. Throughout the process, Aquila looked at the current situation from the broad perspective of the whole community, worked with stakeholders to identify the region’s strengths and weaknesses, and together with stakeholders, identified the potential opportunities. Aquila also offers several additional recommendations by way of this report.

Aquila’s expertise is in the cruise industry, and the focus of this consultative workshop was to offer participants an increased understanding of the cruise industry in Atlantic Canada, including the cruise lines’ needs when calling on a port, and how a port or destination such as Yarmouth and its partners in the region might get involved in the cruise industry.

b. About the Facilitators Melanie Colpitts and Danielle Timmons of Aquila Tours Inc facilitated the workshop. Aquila is a Canadian tour operator with 35 years of experience in the travel industry and more than 25 years of providing shore excellence to cruise lines and their passengers. With award-winning shore excursions and tour guides who have been named best in the world by Dream World Cruise Destination magazine, Aquila is highly respected within the cruise industry and is often named as one of the best tour operators in the world by cruise executives. At the encouragement of several top executives at major cruise lines, Aquila established their Center for Cruise Excellence in 2007 and began offering coaching and training programs to help tour operators and cruise destinations around the world achieve this same level of excellence in their business and ports. A Company Profile is included in Appendix F and Biographies on both facilitators are included in Appendix G.

II. Agenda for the Workshop The Workshop was held on January 11 from 9:00am to 4:00pm and January 12 from 9:00am to 1:00pm. Following introductions, the workshop began with an overview of the cruise industry, including specific information on the cruise industry in the Canada New England region and more detailed information on the cruise markets, with particular emphasis on the niche cruise market. Then participants were engaged in assessing the readiness of the port and region for cruise through an analysis of the strengths, weaknesses, opportunities and threats surrounding the port, the region, and the tourism products. Next, the cruise lines’ expectations were

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examined, and discussion revolved around whether each expectation could be met, and if not, what needed to be done to meet that expectation. At that point, there were initial discussions around what aspects of the cruise industry best suited the community, and where the community was leaning with regards to their interest in growing the cruise market. The day concluded with participants learning about the importance of solid tourism products and tour packages. After an introduction to how shore excursions work and what cruise lines are looking for from tour packages, participants divided into groups to develop possible tour products for the cruise lines. The morning of Day 2 began with further discussion on tour packages, including the participants sharing their tours ideas with the group and a group brainstorm on additional possible tour ideas and products that could potentially be packaged into tours. A segment on sales and marketing to the cruise lines followed, during which the group began to identify the region’s unique selling proposition and potential messages to the cruise lines. Integral to success in any segment of the tourism industry is the importance of working together and forming successful partnerships, and the cruise industry is no exception. Therefore, the focus of the next discussion was the importance of partnerships and communities working together to promote growth.

Finally, Aquila shared with the group the 4 keys to success that we have seen in each community that has experienced success in the cruise market, and discussion ensued around them as they relate to Yarmouth. Throughout the workshop, Aquila worked with the stakeholders to identify action items necessary for success, and they are all included in the Action Plan found later in this report.

III. Attendance Participation varied between 18-20 people throughout the 2-day workshop, with 16 participants attending both days in full. The workshop participants represented various entities, including municipal representatives, regional tourism representatives, port representatives, representation from local attractions and tour operators, and representatives of local business groups. A participant representing Tourism Nova Scotia was also in attendance for the duration of the workshop. A detailed list of participants can be found in Appendix A.

IV. Results of the Workshop

a. Cruise Industry Overview This section of the workshop began with an indepth overview of the Cruise Industry. Highlights are outlined below.

The cruise industry is strong and growing. In fact, the cruise industry is the fastest growing category in the leisure travel market. Since 1980, the industry has experienced an average annual passenger growth rate of 7% per year. An estimated 23 million

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travelers cruised in 2015, and the current cruise ship order book for CLIA member cruise lines includes 38 new builds from 2016-2020.

It is estimated that only 24% of the total US population has cruised. Overall, the cruise product delivers unparalleled customer satisfaction, and repeat cruisers are common. However, cruisers are not exclusively cruisers; they are frequent vacationers that cruise as part of their vacation mix. Over 85% of cruise passengers think that cruising is an important vehicle for sampling destination areas, and many intend to return to a cruise destination for a land based vacation.

There are several different types of cruising, but generally cruising can be broken down into 2 key market segments, as follows:

o Mass Market - both mega and mid-sized ships

The cruise lines in these categories dominate the cruise industry. Many have mega-ships of over 2500 passengers, and they appeal to a mass market audience. Others have mid-sized ships (1000-2500 passengers) and are slightly higher end.

o Niche Market – including small-ship, luxury, and adventure/expedition

The cruise lines in this category have smaller ships (usually less than 1000 passengers), and tend to sail on itineraries that include both popular ports and more “off the beaten path” destinations that may be inaccessible to the mass market ships. Luxury lines offer superior levels of service and the experience is very high end, both on board and on shore. Adventure/expedition lines offer more exclusive experiences geared around learning and adventure, often to destinations that are more remote. Natural experiences are often a dominant theme for the adventure/expedition cruises, and ships tend to be very small (less than 200 passengers is common). It is important to note that the lines can blur within these categories – there are luxury expedition ships for instance.

New growth in the Niche Cruise sector presents an emerging market with strong growth opportunity. The niche cruising market is forecasted to grow at 18%-20% vs. 6%-8% for the larger vessels world-wide. The consumer demand for Niche Cruising is driven by several factors. Two of the most significant factors include growing consumer interest in more enriching, experiential travel and, with the growth of cruising in general, customers moving up from mainstream or premium lines into the niche sector as they seek higher service levels and new destinations.

Niche cruising has some specific differences from mass market cruising that are important to note. For instance, with niche cruising, there is a strong focus on the destination and the experiences found there, and less of a focus on the vessel itself. The niche cruising market tends to have passengers who are more sophisticated travellers and who want to be immersed in the local culture and the communities they visit. They are more likely to stay longer and even overnight in port, and are looking for a strong welcome and support from the communities they call on.

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Guests sailing on a niche market cruise are looking for authentic, engaging experiences in the ports they visit. Often, they are more active and well-travelled, and what they are looking for from their cruise experience and their shoreside experiences include:

o “Wow” experiences o Opportunities to learn o Personal growth o Bragging rights o Hands-on experiences o Having fun and being entertained o Value for time o Value for money

The major players in the cruise industry as a whole are: o Carnival Corporation: Carnival, Princess, Holland America, Cunard, Windstar,

Costa Cruises, P&O Cruises o Royal Caribbean International: Royal Caribbean, Celebrity, Azamara o Norwegian Cruise Line: Norwegian, Oceania, Regent Seven Seas

Some of the other cruise lines in the industry include: Disney Cruise Line, Silversea Cruises, MSC Cruises, Crystal Cruises, Fred Olsen Cruises, Hapag Lloyd Cruises, Saga Cruises, Aida Cruises, Adventure Canada, Blount Small Ship Adventures, Peter Deillman Cruises, TransOcean Tours, American Cruise Line, Hurtigruten, Cruise North Expeditions, Wanderbird Expedition Cruises, Lindblad’s Expeditions, Phoenix Reisen, Compagnie du Ponant, and many more.

The people who determine where the ships will sail are of paramount importance to ports and destinations, and the key decision makers at each cruise line are found in each of the following departments, all of which are involved in determining where the ships will sail:

o Sales & Marketing o Itinerary Planning o Operations o Shore Excursions

All of these departments are asking two key questions in common: o Can we sell it?

i.e. Is the itinerary appealing? Does it have a marquee port to draw guests in? Are there other viable ports to call on that offer great options for the guests?

o Can we attain the necessary yields? i.e. Can we get a good cabin fare? Is it a good fit for the top revenue generators? Cruise lines make their money different ways, but generally the top on-board revenue generators are shore excursions, bars, and casinos. Does the itinerary optimize the opportunities for revenue generation?

In the Niche Market, it may not be four separate departments at the cruise line – it may just be 2-4 people – but they are asking the same questions, as well as these questions:

o Is there community support?

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o Are there authentic experiences? o What is unique to the destination? o Why would our guests want to go there?

Typically, the cruise industry is looking at their itineraries and asking these questions 18-24 months in advance.

Specific to cruising in our part of the world, our cruising region is most often referred to as Canada New England. The Canada New England cruise arena covers the area from New York to Montreal, including all of Atlantic Canada.

Canada New England region is currently one of the top 12 regions for cruising world-wide. While the Caribbean, Alaska and Europe remain the dominant cruise destinations, many cruise lines have plans to increase their presence in other parts of the world, and Canada New England continues to be included in itineraries for mass-market and niche cruise lines alike.

Cruise ships have been calling regularly on ports in Atlantic Canada since the late 1980’s. Recent years have seen phenomenal growth in the cruise industry in Atlantic Canada, with less than 40,000 cruisers in 1996 to well over 600,000 today. The US continues to be the main source of cruise visitors, but ships from the European markets are beginning to increase.

In Atlantic Canada, we currently see ships from every market segment in the cruise industry. The mainstream or mass-market cruises continue to bring the most calls to our region, but niche market - small-ships, luxury lines, and adventure/expedition cruising - is growing.

Cruise ship itineraries that include Atlantic Canadian Ports are often Canada New England Itineraries. They often originate from New York, Boston, Montreal or Quebec, and sail for between 7 and 10 days in the region. However, smaller ships have begun to turnaround at ports such as Halifax and St. John’s, allowing for more varied cruises in Atlantic Canada. Occasionally, some Atlantic Canadian ports find themselves on repositioning itineraries, also, as cruise ships move from a summer season in Europe to a winter season in the Caribbean.

The economic impact of cruise in our region is significant. Direct cruise-related spending (by cruise lines, passengers and crew members) was $86 million in Atlantic Canada in 2012. Passenger spending in the large ports in Atlantic Canada is estimated at $56 - $81 per passenger per day in port. Return visits by land also have an additional economic impact. (It is worth noting that various reports calculate spending in a variety of ways, and therefore there are several different figures “out there” pertaining to spending. These figures reflect research that examined all major ports with the same criteria.) Also contributing to the economic impact is the marketing the cruise lines do to promote their cruises in our region, from their brochures and websites to print ads in newspapers and promotions to travel trade. This is worth millions to destinations.

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There are many key players in attracting the industry to a region, and generally speaking, they are:

o Cruise Marketing Organizations (cruise industry specific) – These organizations

promote the region as a destination to the cruise lines and to the travel trade (i.e. travel agents, travel writers). In the Atlantic Canada region, the Atlantic Canada Cruise Association (ACCA) fills this role. Other regions also have their own marketing organizations, such as the St. Lawrence Cruise Association, the Cruise Association of Newfoundland and Labrador (CANAL), etc.

o Port – The port provides the service of hosting and berthing the ship, whether a cruise ship or a yacht, including everything that entails. They also play a role in the promotion of the port and the region to the industry.

o Tourism Departments – Tourism departments, whether provincially (i.e. Tourism Prince Edward Island) or locally, play a role in promoting the region and its strengths.

o Tour Operators (cruise industry specific) – Tour operators work with the cruise

lines to provide unique, revenue-generating shore excursions that showcase the best of the destination.

o Other Entities – These can include economic development agencies, other

communities, attractions, tourism industry associations, museum associations, etc.

(Sources: CLIA 2008-2016, FCCA 2008-2016, ACCA 2007-2016, MacKellar Cunningham & Associates 2008, BREA 2007 & 2013, Cruise Industry News 2011)

b. Determining Port Readiness: A SWOT Analysis of the Port, the Destination, the Product

Before a region can welcome cruise passengers, it must be ready to meet the needs of the cruise industry. To determine the readiness of the port of Yarmouth, participants assessed the strengths, weaknesses, opportunities and threats (SWOT) around the port, the region, and the tourism product. The purpose of the SWOT analysis in this workshop was to help participants discover where Yarmouth fell on the scale of cruise readiness, gaining confidence around what is already in place and exploring what opportunities and challenges might lie ahead. Although a variety of strengths, weaknesses, opportunities, and threats were identified, only those that are relevant or applicable to the cruise industry are included here. The end result is a comprehensive SWOT analysis for cruise that reveals the following: Strengths

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Port of Yarmouth is well-positioned operationally to accommodate cruise ships, with an established wharf, ISPS compliance, security, insurance, risk management plans, etc.

Port of Yarmouth has CBSA on-site at the terminal and is established as a port that can easily accommodate being the First Point of Arrival in Canada

Port of Yarmouth has clarity around their port specifications and the size of ship that can be accommodated with respect to draft, channel constraints, approach, etc.

Ships dock alongside, in the heart of the downtown area, and wayfinding and directional signage is good

Port of Yarmouth has some flexibility for scheduling, with two potential berths for small ships (although one is preferable), and they have successfully worked alongside other port users to successfully host cruise ships

Port of Yarmouth is owned by the three municipalities

History of successful visits with several niche market cruise lines, both operationally at the port and with regards to the guest experience

Well positioned close to New England and in the heart of the Canada New England cruise arena

Community culture of hospitality and citizens who are used to visitors

Destination’s experience hosting visitors means partnerships are already in place, as are operators with experiences to offer and solid products

Visitor Information Center, visitor services (including WIFI and Apps for Maps) and unique shopping and restaurant opportunities in close proximity to the pier

Wide variety of unique and authentic tourism products in the region, and several opportunities within walking distance

Tourism products that are experiential and hands-on, and are well-suited to the niche cruise market

Access to nature experiences (sea kayaking, hiking, trails), learning opportunities, cultural experiences – all that lend themselves to good packaging opportunities

Lots of excellent existing tours that could be customized for the cruise market (Foodie Tour, Walking Tours) and lots of potential products that could be developed

Rich history and culture to showcase, including connections to the United States, First Nations Culture, Acadian Culture, unique architecture, etc

Solid attractions within close proximity, many of which can offer special programming – key attractions identified include 2 UNESCO designations, Cape Forchu Lighthouse, 3 good quality Museums and the Art Gallery

Acadian culture, product and tourism experiences

Fishing experiences – Living wharves, Fish Plant Tours, Oyster Farms, Meeting local fishing people, Tour with fishing boat, Lost at Sea Memorial

Transit Service through town for independent guests

Wide availability of English and French (and limited Spanish) Weaknesses

Maximum ship size alongside at the port is 500 feet in length

Harbour is narrow and shallow

Potential for conflict with other users (i.e. fisheries) and necessity to work alongside the CAT

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Can’t accommodate more than two vessels at a time

Terminal infrastructure is quite aged and needs improvement, and there are no facilities at government wharf (i.e. no bathrooms, no services for cruise guests)

Overall attractiveness and appearance when arriving by ship to the terminals, not welcoming and attractive

There is no cruise welcome program for when ships arrive

Port Agents are Halifax-based, not local

Limited awareness among cruise lines and their guests of Yarmouth as a port of call, no one is actively selling it

Operating Hours and Seasonality, with VIC, shops, attractions and key experiences that may be closed and unavailable during cruise ship calls and/or during the peak season for cruise ships (often June, September & October)

Overall community, from stakeholders to tourism providers to retailers, can be negative around tourism opportunities – it may be hard to get buy-in

Communication is not strong among various stakeholders and community groups

Potential new product is not market ready – there is a lack of trade readiness and a lack of understanding about packaging overall

Top attractions and experiences are not getting packaged and info is not getting to the ships that are visiting via the tour operators, and there is a gap in communication with tour operator around what is being offered for excursions

Transportation, from availability to coordination

Availability of funds for activities and projects identified

Fear of competition among vendors and service providers

Economy of scale – there are few taxis, car rentals, etc – only prepared for low volume Opportunities

Location in close proximity to New England and to where ships are currently sailing in the Canada New England region

Forecasted industry growth over the long-term, especially in the niche cruise market

Niche cruise ships are in the region, and some are already calling on the Port of Yarmouth

Proximity to other ports in the region that are pursuing the niche cruise market

Alignment of the current provincial and regional branding with the niche cruise market, as well as current brand recognition and awareness of Nova Scotia

Lengthening the season, which could benefit other markets including leisure travelers

Potential for new products and packages for cruise, and opportunity to extend those new products from cruise market to other markets (i.e. ferry visitors, travel trade)

Economic spin-off could spur additional development at Terminal, at Marginal Wharf, and potentially in the longterm, Waterfront Development

Strength of the US Dollar in Canada

Safe, affordable, and uncrowded destination Threats

Competition from other ports in the region

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Similar attributes to other ports in the region and on the itinerary (i.e. lighthouses in most places)

Niche Market Cruise Lines often have fewer vessels in their fleets, so they may move vessels around more, returning to a region every 2-3 years instead of every year

Potential conflicts with local users of the port (i.e. fishing industry, others)

Federal government could stop operations and services at the port at any time (i.e. CBSA, others)

Economy – price of oil, Canadian dollar

Weather – fall weather, bad weather

Ship cancelling its visit due to weather or other factors

Tidal considerations – tides of 14-16 feet

Seasonality and availability of experiences, attractions, and retailers in the shoulder seasons

Service providers won’t see return on investment in the short term, may not stick it out for the 3-5 year plan

c. Cruise Line Expectations Information on cruise line expectations was presented, and the highlights are listed below. As the expectations were discussed, participants were asked to consider whether, considering the current situation, the expectation could be met in the port of Yarmouth, and if not, what actions would be required to meet that expectation. This began a list of required action items that would be built on throughout the workshop and through the rest of the process by Aquila.

The itinerary planning process involves port operations, tour operations and marketing. It is important to cruise lines to have diversity within their itineraries, as itinerary diversity is critical to attracting first time cruisers and motivating repeat cruisers.

Most of all, however, the itinerary must maximize profit. Some of the ways this is done is by optimizing demand for the itinerary and shore excursion options, minimizing expenses such as port expenses and fuel consumption, and maximizing onboard revenue generation. Fuel consumption is a significant consideration these days, and therefore required sailing speeds and sailing with or against the current are also factors that are considered. These considerations are often what most affect decisions such as length of stay (arrival and departure time in port) and port sequence, in addition to simply which ports to call on.

When considering a port of call, the cruise line will consider the following:

o Location – The port of call must able to be strategically located within the itinerary, and be reached overnight from another port - preferably within a 200 mile radius for the mass market ships, although smaller ships will consider less of a radius.

o Appeal – The port of call must have an appeal to the cruise line’s target market. The cruise line will consider whether or not the destination is well marketed, if it

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represents a strong “brand”, and if it has developed a favorable consumer perception.

o Ease of Navigating the Port – The cruise line will consider if the port is able to

accommodate its ships, the depth of the harbour, channel constraints and approach, and dock availability (passenger or cargo).

o Infrastructure – The expectations in this category do vary depending on the

cruise line, but generally speaking, cruise lines are looking for quality transportation (coaches, taxis), qualified shore excursion providers, port agents, welcome area at the port, reasonable prices, and good language skills.

o Logistics – Again, the considerations here can be many and varied, but will often

include the region’s conditions, setting schedules, fees and expenses, signage, dispatching area for transportation, transferring guests to and from the ship (tender issues or gangways), common weather conditions that may affect the call, or any issues that may mean missing the port of call.

o Security – The cruise line will consider safety issues, risk management,

insurance, ISPS certification (International Ship & Port Facility Code) and other regulations set forth by Transport Canada, and CBSA (Canada Border Services Agency) requirements and regulations.

o Port Amenities and Attractions – What there is to see and do in a port influences

guest satisfaction ratings of the cruise as well as shore excursion revenue, so cruise lines look at available amenities and attractions such as parks/wilderness, wildlife/nature, wonder/ruins, water sports, soft adventure, museums / historical attractions, sightseeing, shopping and restaurants.

o Guest Welcome – Cruise lines do expect that their guests will receive a warm

and genuine welcome in the ports they visit. Increasingly, they expect visitor information, especially maps, to be available pierside, and volunteers to answer questions can be a valuable addition. Taxis on the pier and/or shuttles as necessary should also be considered with the welcome program, as well as any other services unique to the destination. Also, there is value in considering a send-off for passengers, as often a “Thank you for visiting” and a “We hope you enjoyed your day and will come back again soon” can go a long way in the impression a guest has of the destination.

o Port Experiences – Cruise lines are looking for tourism products that fit their

demographics, can be exclusive (i.e. not available retail), and are well-themed experiences, ideally with a good variety of excursions to showcase the destination. They are also looking for activities that would be accessible and available to any guests not on tour. Experiences must be available on the days of their calls, and able to operate in good and bad weather. Also, experiences and facilities for crew members are a bonus.

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Overall, when considering a port of call, the cruise line will base its decision on all factors, including port operations, shoreside experience variety, guest experience, and profitability of the itinerary. It’s also important to note that cruise lines like to call on communities that are excited to see them and who work together to exceed their expectations!

d. How Shoreside Experiences & Shore Excursions Work An introduction to how shoreside experiences and shore excursions work was presented, as almost all cruise lines – both mass market and niche market – offer packaged excursions to their guests. In the cruise industry, there are two ways excursions are organized. The most common is through a local tour operator, although several cruise lines from the niche market organize their excursions directly. Generally speaking, the two models and the destination’s role in each model are as follows: Tour Operator Model The Tour Operator develops excursions in a region and submits a proposal to the cruise line. The proposal usually contains a significant number of excursions, of which the cruise line will select some to make their shore excursion program in a port of call. The cruise line then promotes those selected excursions to their guests, and the guests book the excursions. The number of booked guests is communicated to the tour operator, who organizes and delivers the excursion. The role of the community in the Tour Operator Model is to ensure that the cruise line has the contact information for the Tour Operators if they have not already established a relationship with a Tour Operator, and to ensure that the Tour Operators are aware of new products, services, and shore excursion opportunities. Cruise Line Direct Model In this model, the cruise line researches the destination for excursion ideas and opportunities. This often begins when the cruise line is considering the port, as the experiences in a destination are of the highest importance for the niche markets when selecting ports of call. Then, the cruise line will contact the experience providers and make all arrangements directly, and communicate with them directly as guests book on excursions and to deliver the experience. The role of the community is greater in this model, as the cruise line will rely on the community to provide them with an inventory of tourism products and experiences, as well as ideas of what could be packaged together. They will also look to the community for an inventory of local guides and transportation providers, as necessary. It is important that recommended experiences are market ready and suited to the demographic, as well as feature components that can be exclusive and offer value. In order for a shore experience to be packaged successfully, all of these components need to be considered:

Partners & Alliances – Investigate who would make the best partners and alliances for the package, and be sure to look outside your own business mix.

Competitive Pricing Strategy – It is important that pricing be competitive, and that the package have significant value added to support cruise lines’ considerable mark-ups.

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Entertaining & Educational – A component of the package that can teach, provide personal growth and/or entertain makes the package memorable.

Authentic, Experiential and Thematic – Give the guests a sense of place and the opportunity to make a connection that they won’t find anywhere else.

Exceed Expectations – Go above and beyond what people expect. Further, offering exceptional value is important to all cruise lines, but it is particularly important to the niche market cruise lines. The Canadian Tourism Commission has reported that some of the ways that travelers perceive added value to their experiences include when they have opportunities for personal interactions with local people; free time or options within a packaged program; participation in unique or special activities; and exclusive experiences, such as special access to unique places and people that could not be accessed as an independent traveler. At this point, participants divided into groups to each come up with one tour package idea. Their ideas were presented to all participants, and the ideas that were generated by the group were as follows:

1. Exclusive Foodie Tour with Cooking Experience, a 4-hour excursion designed for a small group of 18-20 people focused on local foods and a hands-on experience. This tour will make a total of 5 stops, and examples of featured experiences include: an Acadian Experience featuring tastes of Rappie Pie, Chowder & an Acadian Dessert; a Tea Experience at Sip featuring panini & oatcake; and a hands-on cooking experience in the training kitchen at the Shanty Café. Opportunities to shop for the local products they are tasting and seeing will be part of this experience as well.

2. Kayak to the Light, an active excursion, is designed for a group of 10-20 guests and features regional highlights of a Lighthouse and Lobster. This 4-5 hour excursion starts with an introduction and safety briefing before setting off by kayak from Killam Wharf to the Lighthouse. Pulling up at the lighthouse, guests will have options for which guided activity they take part in: hike a trail with an expert, beachcomb with a local, photography lesson, or a visit to the light station museum. Following this 45 minute stop, they will kayak to the cove for a lobster boil, complete with local entertainers singing shanty songs. After this true taste of Nova Scotia, guests will set off for their hour-long return paddle to the harbour.

3. A Taste of Culture is a half-day tour designed for full motorcoach groups of up to 50 guests, highlighting the Acadian & First Nation culture of the region and the opportunity for guests to explore their genealogy and connections to this special place. The tour begins with a visit to Le Village Acadien, where guests will have the opportunity to explore the way of life of the Acadians and enjoy lunch of Rappie Pie and other traditional Acadian dishes. The connection between the Acadian people and the First Nations of the region will also be featured, with people from the region’s Metis community there to share their traditions with the guests. Guests will also have the opportunity to look up their surnames and explore any connections with the Acadians, before they depart Le Village Acadien to explore more of Yarmouth, including stops at

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Yarmouth Bar and Lief Erickson Rock for photo opportunities and a visit to the Lighthouse before returning to the ship.

Next, participants collectively brainstormed product, experiences, and ideas that could be packaged into unique and interesting shore excursions for guests, and the complete list of ideas that were generated by the group were as follows:

Historic Walking Tour with Team among the artifacts at the Museum (currently offered)

Garden Tours – Best Residential Garden in Canada, Wine or Iced Tea with the flowers, Frost Park

Wild Meat Dinner at the Observatory – Game Dinner, Land & Sea Dinner (porcupine, goose, periwinkle)

Dark Sky at Observatory – opportunity for overnight stay or possible partnership opportunity with a nearby port?

Evening Experiences - Hatfield House Acadian Dinner, Graveyard Tour, Shanty Dinner, Evening Walking Tour

Lighthouse – workshops, more interactive experiences being developed, what do lighthouse keepers do that guests could do, ecology, geology, bird watching, music & kitchen parties, idea that since we can’t go up can we work CCTV camera from below to see view, webcams currently at the lighthouse that you can go back and see when you were there on the website

Acadian Experience – Le Village Acadien, hands-on experiences, Acadien dialect that differs in each community,

First Nations Experience – trail with interpretation, sweet grass ceremony, medicinal walking tour in place,

Beach Glass & Sea Glass – beachcomb and search for it, then make art or jewellery with an artist

Museum Pass – Sweeney’s Museum, Tuna Museum, Firefighters Museum, others

Harbour Kayaking Tour with lunch lowered in buckets from the Red Food Truck

Fishing Experiences - Oyster Farm, Dennis Point (fishing port) with educational trap, Sweeney Museum for fishing history, Tuna Museum, Living Wharves, Fisherman’s Arts like knot tying, paint your own buoy, make your own knotted wreath, Lost at Sea Memorial

Seafood - Oyster Farm & Shucking Them, Clam Bake or Beach Party, Seaside Dinner at Argyle

Cooking Experience – Visits to Farmers Market, Lobster Farm, pick up food along with way, work with a local chef or ship’s chef (or both?) to make a dish – or have the chef make it for you. Could feature local dishes, like Hodge Podge.

Local craft beer experiences, potential new distillery with tastings, pair local food & drink experiences

UNESCO Heart of Southwest Biosphere – interpretation, anchor site in development, opportunities to partner with Digby / Lunenburg / other ports with UNESCO ties?

Art & Artisan Tour, artists at Farmer’s Market, set up an Art Market on Hawthorn Street

Put experiences on a trail – hike the trail and come across storytellers on the trail, someone singing songs on the trail, all local stories & songs tied to the experience

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Music Experiences – Music in church with guests learning how to play bells or trying their hand at the organ, opportunities with music room at the museum

Significant Churches – Church Point, Holy Trinity, Acadian Churches

Beaches – Port Maitland, remote beaches with few people, experiences like sit on a lobster trap (with a cushion) on the ocean floor and have a meal

Birdwatching

Panning for Gold Facilitator’s Note: There are many opportunities for special experiences that could be showcased to cruise ship visitors. However, as a destination, your role is only to present the opportunities to the cruise line – in the end, it is your client, the cruise line, who will make the decisions. They will decide which tour operator they will work with, what experiences are being offered to their guests, how those experiences will operate, what attractions and other elements are included, and what is not included. You can present options and encourage the cruise lines, and you can engage in dialogue with your region’s tour operators – and we strongly encourage you to do these things. However, the cruise lines know their guests and what will be successful for them, and they will customize programs to best suit their needs. It can be challenging for destinations to not be in control of this, but it is vital to the success of the destination to understand how this important element works, and to be ready to really listen and support the cruise line to meet their needs. Their success is your success.

e. Sales & Marketing Strategies & Tactics for Cruise Marketing the port and the region to the cruise industry is integral. Identifying which cruise lines are opportunities and reaching the cruise lines with the message that a port and a region is ready for cruise business is key to growing the cruise industry for any destination. Further, the cruise industry is very much a relationship market, so sales and marketing activities that serve to build and strengthen relationships are particularly effective. During this segment of the workshop, various “tried and true” tactics for reaching the cruise lines and getting their attention were discussed, and these include:

Partnerships, i.e. ACCA’s niche ports – Membership in the Atlantic Canada Cruise Association (ACCA) can be a very effective way for niche ports to reach the cruise lines and work in partnership with other ACCA Member Associate Ports.

Partnering with other ports – Working together with other niche ports throughout the region to develop mutually beneficial itineraries and cost-share to present them to the cruise lines can be an effective way to reach cruise executives and present them with new ideas.

Sales Missions – Actually going to meet with the cruise lines face-to-face can be an effective way to present your port for their consideration, and it can also be very helpful to building relationships with key cruise executives, which is important in this market.

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FAMS for Cruise Executives – Inviting cruise executives to experience the region and hosting them for a familiarization visit is very effective, and often funds are available through provincial tourism departments to assist with costs associated with FAMS.

Seatrade Cruise Global & Canada New England (CNE) Conferences – Seatrade Cruise Global is the main cruise industry conference, which is held annually in March in Florida. Representatives from almost all the mass-market cruise lines are in attendance, as are suppliers for all aspects of the cruise industry, from ports and destinations from around the world to suppliers of ship necessities such as bathroom fixtures and soda machines. A more local conference is the Canada New England Cruise Symposium, which is held annually in June, and rotates through the Canada New England region. In 2017, it will be held in Montreal. This conference focuses on issues that are more specific to Canada New England, and participants include executives from cruise lines with an interest in our region, as well as ports, destinations, and cruise suppliers from the Canada New England region.

Other Networking Events – Other opportunities for networking with cruise executives do come up. For instance, members of the ACCA can participate in some events that the ACCA holds in various locations (i.e. New York, Miami) to promote the region to Cruise Executives.

Sales Calls – Reaching out to the cruise lines directly either by email or by phone can be effective ways to stay in touch with messages about your port and destination, but it is very important to: 1. Be sure you are contacting the right person, and 2. Be sure not to cross the line from effective to irritating with too many phone calls or emails.

Marketing Tactics – Creative marketing tactics can get noticed by cruise executives, such as postcard campaigns, an intriguing direct mail piece, or a clever email campaign, to name a few.

To help sell the port and the destination to the cruise lines, it is imperative that the port have:

a unified message for the cruise industry

strong partnerships

sample itineraries that show how the port can fit into current or new itineraries

a visual – this could be a presentation, a website, or another way to show the cruise industry what the port is all about

Note: Stacks of brochures or expensive glossy lure pieces are not necessary for this market. A presentation on a tablet or a folder with a few information sheets on key experiences and port specifications with some great photos are much more effective options. Remember that while the number of potential guests could be many, the number of potential cruise lines is relatively small – and that is who you are selling to.

Unified cruise message

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It was identified that the region needs a unified message for the cruise industry that illustrates what is unique about Yarmouth and why cruise lines would want to include a call on the Port of Yarmouth in their itinerary. Yarmouth has made significant investments in determining its brand and messaging, and that should stay consistent. However, it will be important to draw out what is unique about the region and develop a specific message for the cruise industry. As a group, participants discussed words and ideas that could be the jumping off point for the creation of this cruise-specific message, and they are as follows:

magic, land meets the sea, darkest skies shine the brightest

Dark Skies

Rich Culture: Acadian, First Nations, English

Lighthouse

Peace & Quiet, relaxed atmosphere, at your own pace, place to reset, room to breathe

Going back in time, 18th Century Canadian Mosaic

Overflowing in authentic hospitality.

Nova Scotia

f. Partnerships & Community Support

To have success in the cruise market, it is necessary for the port and destination to have strong partnerships and community support. Just some of the partnerships that a port would want to pursue include:

Partnerships with outlying communities for support

Partnerships between experience providers for packages, particularly for cruise

Partnerships within the community to market and service the cruise industry

Partnerships with other ports to promote cruise itineraries in the region Because community support is integral to a successful cruise visit, in particular, it is critical to get community buy-in for cruise and to manage expectations. Work should be done to ensure that there is support for the cruise industry and willingness to work to meet the expectations of the cruise lines, especially from the municipality, the retail sector, and any other key stakeholders. The importance of the whole community being welcoming to the cruise industry, and especially the niche cruise market, cannot be stressed enough. Hand in hand with attaining community support is managing expectations. It is important to have effective communication with the community to increase the awareness and value of cruise, while at the same time, being realistic about the benefits of cruise and the time it can take to see cruise growth. Ensure the community understands the needs of the cruise industry, such as shops and attractions being open while the ship is in port, being flexible to accommodate guests, and so on. Also provide an opportunity for the community to debrief the cruise visit after it has occurred, discussing what went well and what improvements should be made before the next visit.

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Partnering with other ports in the region also provides many benefits for a small niche port. These include maximizing limited resources, leveraging support, learning from each other, and creating a unified voice for small niche ports within the industry. Facilitator’s Note: It was noted early in the workshop that there are challenges in the Yarmouth Region around working together, particularly with respect to communication, and this came up repeatedly throughout the workshop. At various points throughout the workshop, suggestions were made and opportunities identified to improve the communication among the stakeholders and the community at large. All of these ideas have been collected and are included together in the recommendations for actions later this in report. With that said, we would encourage the region to continue to proactively look for ways to enhance communication and collaboration among the stakeholders and throughout the community. This will be critical to success in cruise, from necessary community education to managing expectations around the cruise industry, and it will only benefit you as a Tourism Destination as a whole.

g. What Success Looks Like The final activity for the workshop was to discuss what success looks like in the cruise market, and what critical components need to be in place in order to achieve success. Based on experience and research, it usually takes 2-5 years of actively pursuing the cruise market before a port sees a cruise ship visit. Most ports start with 1-2 calls per year, and a very successful season might be 8-12 ships a year, after several years of cruise growth. Additionally, and again based on experience and research, there are four critical keys to success in the cruise market. They are:

1. A port, destination and community that wants the business.

2. A strong, strategic plan to pursue the business with action items and measurable goals.

3. A passionate champion who will lead the charge and really work the plan. Further, ports and destinations tend to be more successful if it is part of that person’s job to do so, as opposed to a volunteer. In any case, he or she must actively pursue the market, have a proactive sales and marketing approach, and ideally be available for the long-term as this is a relationship market.

4. A budget to pursue the market, with an investment that can be made annually for the

long haul. Investing for a year or two is not sufficient, particularly for cruise, as it can take up to 5 or more years to see results. Small ports with success in the cruise market have annual marketing budgets for cruise of at least $10,000 – $15,000.

These are not the only elements that are key to success in this market, but each successful destination has these four critical components in place.

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The group discussed all of these points as they pertained to Yarmouth with the results as follows:

1. A port, destination and community that wants the business. There was agreement among all in attendance that the port, the destination, and the community want to pursue the cruise business. They specifically identified their interest in pursuing the niche cruise market, particularly those lines with ships of 1000 passengers or less.

2. A strong, strategic plan to pursue the business with action items and measurable

goals. The stakeholders recognized that a strong, strategic plan for cruise would be necessary, and that the action items identified in this workshop and the recommendations in this report can be included in and guide such a plan. There was also discussion around including the cruise market as part of a larger strategic plan for Tourism as a whole, and that it was time to do that for the Yarmouth & Acadian Shores Region.

3. A passionate champion who will lead the charge and really work the plan. Encouraged by the workshop participants, YASTA enthusiastically agreed to be the cruise champion, leading the charge and working the plan. The group also identified the need for a cruise committee to ensure success in the market, and they agreed that the committee should be comprised of a maximum of around 8 people, and that the following organizations should be represented: YASTA, Port, Chamber of Commerce, each municipality, retail community.

4. A budget to pursue the market, with an investment that can be made annually for the long haul.

The group felt that the budget could be addressed by the four regional partners, and that it was feasible to securing the funding to support the cruise market as outlined in the presentation.

V. Recommendations

Based on the information received and knowledge gained through our visit to Yarmouth and the Cruise Readiness Workshop, including excellent feedback and dialogue with the participants, as well as through additional research conducted by the Aquila team, Aquila is pleased to offer the following recommendations to the Port of Yarmouth and the region. It is our hope that these recommendations will serve as the beginning of the development of a comprehensive cruise readiness strategy and action plan, aligned with the community’s desire to grow the cruise market in the Port of Yarmouth and serve the cruise industry in the region.

a. Markets & Market Segments

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Throughout the workshop, the participants concluded that the Port of Yarmouth and the surrounding region are very well suited for the niche cruise market, with a preference for managed growth and ships of up to 1000 passengers. Aquila is in complete agreement with this conclusion. As is evidenced throughout this report, this is a growing market for the Canada New England region, and there are opportunities for niche ports such as Yarmouth to work alongside others in the region. Additionally, the Port of Yarmouth and the region has only minimal work to do to become “port ready” and be well positioned to actively pursue this market.

b. Key Marketing Messages The work that has been done to date on branding and marketing messages for the region is excellent, and this should form the base of a cruise specific marketing message. What will be important in customizing the cruise message is ensuring it captures the essence of the destination for the niche cruise market and showcases what is unique, special, and can’t be found anywhere else. From the words and ideas that were discussed, the stakeholders now need to create a unified message for cruise that succinctly tells the story of the Yarmouth region, and highlights the unique experiences that can be found here. It is important for the final message to illustrate what differentiates the Yarmouth region from other ports, so words like “scenic”, “charming”, “friendly”, and so on – all of which could be applicable to many other ports in the region – should be avoided.

c. Key Experiences for the Cruise Market Having a few key experiences in a destination is very important for the cruise market, for two reasons: 1. they are an integral part of the sales and marketing messages to attract the cruise lines, and 2. they become the key shore experiences for the guests when they call. The Yarmouth Region is rich in product to choose from for key experiences, and the participants were on a solid track during their discussions around key experiences. A next step will be for the stakeholders to determine their top 5-6 experiences for the purposes of the sales and marketing strategies, as well as for the top shore excursion experiences. It is advisable to focus on the experiences that are unique to your region and position the destination well with the niche cruise market. Highlighting only these key experiences does not mean that you cannot or should not offer other ideas for shore excursions or communicate other things there are to see and do in the area to your cruise clients. Part of a good sales and marketing strategy is learning what your cruise lines are looking for, and then exploring whether one of your products meets their needs. However, the key experiences for your region need to be identified and used consistently to build your brand and the awareness of your destination within the cruise industry. Before leading with these key experiences for sales and marketing or as top shore experiences, it will be important to ensure that they can be delivered in such a way that they are different

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from what guests could access on their own. Additionally, you will want to ensure that most, if not all, can be available for potential cruise ship visits (generally from June to October). Most importantly, you want to be sure you are positioning your key experiences in such a way that they can be delivered, even if the current guest experience changes some from year to year. Change is inevitable, but don’t let the fear of change stop you from promoting the experiences that are your unique selling features – just promote them in a way that you are reasonably confident can be delivered.

d. The 4 Keys to Success As discussed in the workshop, there are four critical keys to success in the cruise market. It is imperative that the Port of Yarmouth and the region have these keys to success in place to pursue the cruise market. These were discussed during the workshop, and from those discussions came the following conclusions and recommendations:

1. A port, destination and community that wants the business. The port, the destination, and the community want to pursue the cruise business. Moving forward, it will be very important to ensure excellent communication among stakeholders, education for stakeholders and others in the community, and management of expectations around the cruise file. This will be critical to success.

2. A strong, strategic plan to pursue the business with action items and measurable

goals. It will be very important for YASTA and the Cruise Committee to develop a strong, strategic plan for the cruise market, either as a stand-alone plan or part of a bigger Tourism Strategy. Much of the content of such a plan is found in this report, as the market segment has been determined and numerous action items identified. Additionally, we would recommend that measurable goals be set, a target list of cruise lines be identified, and a sales & marketing plan for pursuing those lines be formalized. Further, it will be important to ensure the plan does not sit on a shelf, but that it is acted upon. Working the plan is critical to achieving results.

3. A passionate champion who will lead the charge and really work the plan. With YASTA leading the charge and a solid cruise committee in place, the Yarmouth Region will be well-positioned to go after the cruise market. A vital next step will be to establish the cruise committee as discussed, and begin the work on the plans and budgets.

4. A budget to pursue the market, with an investment that can be made annually for the long haul.

A necessary next step will be to secure the funding necessary to pursue this market, aligned with the strategic plan.

e. Action Plan and Next Steps

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The majority of the items in this action plan came from discussions with participants throughout the workshop, as expectations of the cruise lines were discussed and the group explored whether they could be met. Aquila has also made some additional recommendations, based on our experience and knowledge of the industry. We have taken all of this information, and compiled it into an action plan of next steps. It is very important to remember that achieving success will require the region to work together. While a cruise ship may berth at the Port of Yarmouth, the guests onboard are there to experience the region, and the benefits of those visits will be felt throughout the region. It is imperative that the whole region leverage the strengths of the various entities and work together towards success. It is also very important to be mindful that the cruise industry is part of the tourism industry, and as such, developments that may be helpful to tourism generally can be helpful to cruise, and vice-versa. As tourism programs take place and plans are developed, ensure that any relevant information is incorporated into your cruise plan.

Action Items

1. Form a Cruise Committee Establishing a cruise committee that is focused on action and getting things done is very effective. You have identified YASTA as the champion who can lead the charge, and that is integral. The next step is to establish the cruise committee. Aquila supports the group’s desire to ensure that the cruise committee is not larger than approximately 8 people, and the organizations that you have identified for the committee are excellent. While each destination is different, from our experience, successful cruise committees are comprised of the Port, the DMO, and any other stakeholders that are critical to the success in cruise (i.e. municipalities, key attractions) or who represent the groups that are critical to cruise (i.e. retail organizations).

2. Meet with the Team at the Port of Yarmouth The active engagement of the port is critical to the success of cruise in any destination, and solid communication between the port and the cruise champion is a priority in successful destinations. Aquila would recommend an initial meeting with the Cruise Champion (YASTA) and the team at the Port of Yarmouth to discuss with the Port Team the outcomes of the workshop and to agree on steps for engaged collaboration moving forward. Regular meetings between YASTA and the Port would be encouraged, and subsequent discussions that would be recommended include:

A more detailed understanding of any parameters that must be considered to guide cruise growth

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A more detailed understanding of the port specifications and in particular, the size of ship that can be accommodated with respect to berthing, draft, etc. to ensure you only approach cruise lines with ships you can accommodate at the port

A comprehensive understanding of the port operations on a cruise day (i.e. where does the tour dispatch happen, where do the buses go, where could a welcome program take place, and so on)

Open communication to address concerns, potential issues or conflicts, and opportunities to leverage support for improvements and growth

3. Implement a Communication Plan Cruise visits tend to get people talking, and it is very important to manage expectations within the community and the region, as well as to provide education and achieve buy-in and support for cruise. It is equally important that all stakeholders are aware of and prepared for cruise visits, to ensure a successful cruise call and lead to more cruise calls. A strong communication plan is critical to accomplish this, and such a plan will need to be developed and implemented. Workshop participants identified the following action items as important to address as part of this plan:

Communication must include key stakeholders and partners, but we must also ensure it includes the entire broader community

Identify all the stakeholders that need to be engaged (whether they know it or not) – i.e. attractions, tour operators, retail, restaurants, visitor information – and develop channels for broad communication to all. Ideas included: share cruise information at tourism kick-off, include a tourism readiness article in the paper, and leverage the visitor information center.

Identify Port Agents and build relationships with them for increased communication around cruise opportunities

Identify Tour Operators and build relationships with them for increased communication around cruise opportunities, and particularly on shore excursion options

Inform stakeholders and broader community of all expected ship arrivals in advance (provide expected dates and time in port in advance), and set up effective communication channels to achieve this

Develop a plan for stakeholder (especially retail) and community buy-in – educate on maximizing opportunities (i.e. Welcome sign in windows), address potential issues (i.e. Seasonality), and manage expectations (this is critical to long-term support and success)

Provide opportunities for stakeholders to share lessons learned and receive feedback, such as an end-of-season debrief

4. Develop and Implement a Strategic Sales & Marketing Plan A strategic sales and marketing plan with clear actions and tactics, as well as measurable goals, is key to being successful in growing the cruise market. From the exercise of examining how the region measures up to cruise line expectations and the fact that Yarmouth is hosting successful cruise visits, it is clear that Yarmouth is “cruise ready enough” to begin the active pursuit of this

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market with a sales and marketing plan. There are many ideas that could be incorporated into such a plan outlined throughout this report, and we are confident that you will come up with others. With that said, some critical actions that we would recommend including in a strategic sales and marketing plan for cruise are:

Consider joining the Atlantic Canada Cruise Association (ACCA) as an Associate Port Member, and if you do join, plan to maximize your membership. Take advantage of the expertise and experience around the table, get involved with the network of other Associate Ports, and get engaged with the ACCA’s activities and opportunities.

Explore partnership opportunities with other strategic partners, such as: o Tourism Nova Scotia – there are several opportunities to leverage support from

Tourism Nova Scotia in your efforts to grow cruise, such as inclusion in their Nova Scotia Ports information on their website and their willingness to assist in hosting FAM tours for cruise executives.

o Other ports – explore which other ports may be strategic partners to grow cruise, and particularly consider those with whom you can leverage commonalities (i.e. UNESCO designations).

Consider attending conferences and networking events, particularly the CNE Cruise Symposium, which is the regional conference for the cruise industry held annually in June and rotating throughout the region. This conference focuses on issues that are more specific to the region, and participants include executives from cruise lines who are interested in our region. This is an excellent learning and networking opportunity.

Determine which cruise lines will be your top targets (choose 10-12 that you feel have the most potential and best suit your region) and focus on those. To assist you, a list of Niche Market Cruise Lines currently sailing in the Canada New England Region can be found in Appendix C.

Ensure that direct contact with those target cruise lines is part of the plan. You must reach out directly to the cruise lines to achieve bookings, and you need to be sure you are talking to the right people. Direct sales can be done in various ways, including direct phone calls and emails to cruise executives, direct mail campaigns, and sales meetings and missions.

Invite your top targets to visit your destination. Hosting a cruise executive on a familiarization tour is an incredible opportunity that gives you the opportunity to showcase your destination and its key experiences, and to sell the cruise line on your destination. It also allows you the opportunity to gain valuable feedback on what you are doing well as a destination and where you can improve to be successful with the cruise line. While it is not always easy to get a cruise executive to your destination, it is a remarkable opportunity.

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Develop your Sales & Marketing Tools. To effectively pursue the cruise market, Yarmouth needs to ensure the proper tools are in place. This includes the following actions:

Gather photos to use for promotion, and ideally include things like ships in port,

operations, and shore excursions. Video can be effective too.

Finalize the key sales messages for the niche cruise market, particularly your

USP.

Finalize the key experiences for the region that will be used for sales and marketing.

Develop any necessary cruise collateral, and ideally have a web presence with the above information for the cruise lines to access.

Consider having some sample itineraries and/or suggestions for how the Port of Yarmouth could fit into current or new itineraries.

Collect testimonials if possible from previous cruise line clients. Demonstrations of past success can be very helpful in securing new cruise line visits.

5. Develop a Welcome Plan The participants identified that developing a welcome plan for cruise ships was very important. To date, there has been no planned welcome program for visiting cruise ships, and participants were in agreement that opportunities are being missed to ensure visitors have an excellent experience and to maximize the benefits of their visits. We completely agree with your intention to develop a welcome plan, as a welcome to cruise visitors is increasingly becoming an industry expectation, as we discussed. We would again remind you to “start as you mean to go on”, as your welcome becomes part of your identity as a cruise destination, and you want to be able to deliver it consistently for cruise ship visits in the years ahead as you grow, not just one time. YASTA has agreed to lead the development and execution of a welcome plan for visiting cruise ships. Ideas included getting volunteer greeters and having a map available for cruise guests.

6. Additional Action Items for Cruise Readiness The workshop participants identified other action items that would be beneficial for the growth of the cruise industry, and while they are less of a priority at this point, there are ideas and actions here that should be undertaken as cruise grows for the region. Additionally, it should be noted that there are action items in the list that would benefit not just the cruise industry, but the tourism industry as a whole. The identified action items include:

Provide Training for Excellence Service o Explore Hospitality & Service Training for frontline staff

o Consider Tour Guide Training

Offer a Workshop on Packaging to Tourism Providers & Attractions

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Inventory resources for cruise

o Transportation

o Tour Guides & Experts

o Attractions & Tourism Products

o Unique Experiences that could be developed into Tours

o Local Happenings / Festivals & Events

VI. Conclusion

Aquila was honoured to be invited into your community to deliver this cruise readiness workshop for Yarmouth and the surrounding region, and to make recommendations around the necessary next steps to pursue the cruise market. We wish you the very best of luck, and we would be pleased to help if there is any way we can be of further assistance.

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APPENDIX A: WORKSHOP EVALUATION RESULTS

The overall quality of the workshop was: 9 Excellent Slightly Below Average 5 Above Average Below Average Slightly Above Average Poor The workshop leaders were knowledgeable about the topics covered. 14 Strongly Agree Disagree Agree Strongly Disagree The workshop leaders were effective in facilitating my learning. 13 Strongly Agree Disagree 1 Agree Strongly Disagree The workshop was well organized. 13 Strongly Agree Disagree 1 Agree Strongly Disagree The workshop content was clear and understandable. 13 Strongly Agree Disagree 1 Agree Strongly Disagree The activities helped me to gain a greater understanding of getting involved in the cruise industry. 10 Strongly Agree Disagree 4 Agree Strongly Disagree The mix of presentation and activities was effective and held my interest. 8 Strongly Agree Disagree 6 Agree Strongly Disagree The workshop helped me learn more about the cruise industry and the steps we would need to take to get more involved. 10 Strongly Agree Disagree 4 Agree Strongly Disagree

My objectives for attending the workshop were met. 11 Strongly Agree Disagree 3 Agree Strongly Disagree What suggestions do you have for improvement to this workshop?

It was well done and thorough.

Maybe a day might have been long enough.

The next steps need more time for some folks – more details.

Great Job - Feel the crowd & go with the flow!

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None.

Well Done.

Great job.

All was great! Please share any additional comments with us. We value your feedback!

Look forward to your report. That part is critical. Good for you for identifying the next steps and someone to follow up. Thanks!

Thank you! x 3

You present very well, and I have seen many presentations.

Need wide communication on the report to help local buy-in.

Glad to know these resources are here! Thanks!

Packaging workshop.

I gained a world of knowledge and am very excited for the future.

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APPENDIX B: LIST OF PARTICIPANTS

Name Company Telephone Email

Linda Murphy Tourism Nova Scotia 902-798-6924 linda.murphy@novascotia.ca

Carole Hill-Bojarski Chamber of Commerce 902-742-7713 rccebojarski@bellaliant.net

Matthew Trask Chamber of Commerce 902-749-8270 mtrask@yarmouthchamberofcommerce.com

Rick Allwright YASTA 902-740-5251 rallwright@yasta.ca

Jonathan Kini CBSA 902-742-6165 jonathan.kini@cbsa-asfc.gc.ca

Neil Mackenzie YASTA 902-307-2457 nmackenzie@yasta.caca

Jim MacLeod Councillor - Town of Yarmouth 902-742-2171 dawnjim@ns.sympatico.ca

David Warner Consultant & YWDCRTD 902-749-8271 davewarren@eastlink.ca

David Sollows Tour Guide / Consultant / Volunteer 902-740-1901 sollowsd@gmail.com

Todd Muise Town of Yarmouth- Supervisor, Parks & Facilities 902-307-2924 parks.supervisor@townofyarmouth.ca

Chad Leblanc Town of Yarmouth 902-742-9423 managerpw@townofyarmouth.ca

David Ernst Town of Yarmouth 902-742-5105 engineer@townofyarmouth.ca

Linda Deveau Yarmouth Mall 902-742-9518 yarmouthmall@eastlink.ca

Mark J Blinn Municipality of Yarmouth 902-3073492 mark@district.yarmouth.ns.ca

Natalie Smith Town of Yarmouth 902-742-1505 edo@toywnofyarmouth.ca

Charlene LeBlanc Municipality of Argyle 902-648-2623 eleblanc@munargyle.com

Gwen LeBlanc CDENE 902-749-6206 agentargyle@cdene.ns.ca

Calvin d’Entremont A Day by the Sea Tours 902-740-0565 info@novascotiaexperience.com

Craig Moulaison Port of Yarmouth 902-746-3384 cmoulaison@portofyarmouth.ca

Patti Durkee Councillor - Town of Yarmouth/ Hubert & Belles Art & Décor 902-746-3384 durkee@eastlink.ca

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APPENDIX C: NICHE MARKET CRUISE LINES SAILING IN THE CANADA NEW ENGLAND REGION Adventure Canada

Number of Ships: 4 Head Office: Port Credit, ON Website: www.adventurecanada.com Facebook Page: www.facebook.com/adventurecanada

AIDA Cruises

Number of Ships: 10 Head Office: Germany Website: www.aida/de Facebook Page: www.facebook.com/AIDA

Blount Small Ship Cruises

Number of Ships: 2 Head Office: Warren, Rhode Island Website: http://blountsmallshipadventures.com Facebook Page: www.facebook.com/blountsmallshipadventures

Compagnie de Ponant

Number of ships: 4 Head Office: Marseille, France Website: http://en.ponant.com Facebook Page: www.facebook.com/ponant.uk

Cruise North Expeditions (sister company of Adventure Canada) Number of Ships: 1 Head Office: 1-647-729-3568 Website: www.cruisenorthexpeditions.com Facebook Page: www.facebook.com/pages/Cruise-North-Expeditions

Crystal Cruises Number of Ships: 2 Head Office: Los Angeles, CA Website: www.crystalcruises.com Facebook Page: www.facebook.com/crystalcruises

Fred Olsen Cruises

Number of Ships: 4 Head Office: Ipswich, United Kingdom Website: www.fredolsencruises.com Facebook Page: www.facebook.com/fredolsencruiselines

Hapag Lloyd Cruises

Number of Ships: 5 Head Office: Hamburg, Germany Website: www.hl-cruises.com

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Appendix C (continued) Holland America

Number of Ships: 15 Head Office: Seattle, WA Website: www.hollandamerica.com Facebook Page: www.facebook.com/HALCruises

Hurtigruten Number of Ships: 12 Head Office: Sunrise, FL (local) and Norway (corporate) Website: www.hurtigruten.us Facebook Page: www.facebook.com/UKHurtigruten

Lindblad Expeditions – National Geographic

Number of Ships: 10 Head Office: New York, NY Website: www.expeditions.com Facebook Page: www.facebook.com/LindbladExpeditions

Oceania Cruises (operated by Norwegian Cruise Line)

Number of Ships: 5 Head Office: Miami, FL Website: www.oceaniacruises.com Facebook Page: www.facebook.com/OceaniaCruises

One Ocean Expeditions

Number of Ships: 2 Head Office: Vancouver, BC Email: voyages@oneoceanexpeditions.com Website: www.oneoceanexpeditions.com

Pearl Seas Number of Ships: 1, currently building new ships Head Office: Guilford, CT Website: www.pearlseascruises.com

Peter Deillman Cruises Number of Ships: 1 Head Office: Germany Website: www.msdeutschland.de

Phoenix Reisen

Number of ships: 3 Head Office: Bonn, Germany Website: www.phoenixreisen.com

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Appendix C (continued) Regent Seven Seas (operated by Norwegian Cruise Line)

Number of Ships: 3 Head Office: Miami, FL Website: www.rssc.com Facebook Page: www.facebook.com/regentsevenseascruises

Saga Cruises

Number of Ships: 4 Head Office: United Kingdom Website: http://travel.saga.co.uk/holidays/ocean-cruises.aspx Facebook Page: www.facebook.com/SagaHolidays

Seabourn (owned by Carnival Corporation, operated by Holland America Line)

Number of Ships: 6 Head Office: Seattle, WA Website: www.seabourn.com Facebook Page: www.facebook.com/Seabourn

Silversea Cruises Number of Ships: 7 Head Office: Fort Lauderdale, FL Website: www.silversea.com Facebook Page: www.facebook.com/SilverseaCruises

The World Residences at Sea

Number of Ships: 1 Head Office: Miramar, FL Website: http://aboardtheworld.com

Transocean Number of Ships: 1 Head Office: Germany Website: www.transocean.de/en Facebook Page: www.facebook.com/TransOcean

Wanderbird Expedition Cruises

Number of Ships: 1 Head Office: Belfast, Maine Website: www.wanderbirdcruises.com Facebook Page: www.facebook.com/Wanderbird

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APPENDIX D: DEFINITIONS OF COMMON CRUISE TERMS AND ACRONYMS ACCA – Atlantic Canada Cruise Association, the principal cruise marketing organization for Atlantic Canada.

CLIA – Cruise Lines International Association

CNE – Canada New England

Draft – Distance from the ship’s waterline to the bottom of its keel.

Disembark – To get off the ship.

Dispatch – To gather guests and send them on their tours, in taxis, etc.

DMO – Destination Marketing Organization. An entity responsible for marketing a destination to travelers, such as city tourism departments and provincial tourism departments.

Gangway – The ramp linking the ship to the land by which passengers embark or disembark a ship.

Homeport or Turnaround Port – A port of embarkation/debarkation.

Inaugural Call – The first official call of a ship on a port.

Itinerary – A ship's schedule of port stops and days at sea.

Marquee Port – A port on the itinerary that has immediate recognition for guests and that will compel guests to take the cruise.

Onboard Revenue – Revenue generated onboard the ship. The three main onboard revenue generators are liquor sales, the casino, and shore excursions.

Pierside – At the pier, beside the ship.

Port Agent – An agent at the port who looks after the needs of the cruise ship, such as assistance with customs and immigration, assisting with embarking or disembarking crew members, etc.

Port – Where the cruise ship docks. Also used to refer to the destination / region that the cruise ship is visiting.

Port of Call - A destination (city, town, island, etc) a cruise ship visits.

Repositioning Cruise - Typically, a one-time itinerary when a vessel moves from one seasonal cruise area to another i.e. from Alaska in the summer to the Caribbean in the winter.

Seatrade Cruise Global – The largest cruise shipping conference, which is held annually in March in Florida.

Shore Excursion (Shore Ex) - Shoreside tours operated by independent tour companies specifically for cruise passengers.

Tender – A smaller vessel used to move passengers between the ship and shore when the ship is at anchor. Some cruise ports, due either to limited docking facilities or harbor depths, require ships to anchor offshore, necessitating the use of tenders to transport passengers ashore.

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APPENDIX E: WEBSITES FOR HELPFUL INFORMATION FOR CRUISE CRUISE Atlantic Canada Cruise Association – www.atlanticcanadacruise.com Cruise Association of Newfoundland and Labrador – www.cruisetheedge.com St. Lawrence Cruise Association – www.cruisesaintlawrence.com Florida Caribbean Cruise Association – www.f-cca.com Cruise Line International Association – www.cruising.org Cruise Maine – www.cruisemaineusa.com Canadian Tourism Commission – www.canada.travel Cruise Shipping Miami – www.cruiseshippingmiami.com Canada New England Cruise Symposium – www.ccnesymposium.com

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APPENDIX F: AQUILA COMPANY PROFILE

Aquila Tours is a Canadian tour operator with 30 years of experience in the travel industry and 25 years of providing shore excellence to cruise lines and their passengers. Since opening its doors in 1982, Aquila has been on an incredible journey that has involved a wide variety of aspects of the travel trade in Atlantic Canada and beyond.

Today, Aquila’s area of excellence is in the cruise industry. Their tour operations have them delivering shore excursions to cruise lines when they anchor in the Bay of Fundy and call on Saint John, New Brunswick. Aquila also offered shore excursions in Charlottetown to several cruise line clients in 2010 & 2011. Aquila provides their cruise line clients with a wide array of fantastic excursions for cruise guests that are filled with the region’s most popular sights and off-the-beaten-path experiences. With award-winning shore excursions and tour guides who have repeatedly been named best in the world by Dream World Cruise Destination magazine, Aquila is highly respected within the cruise industry and is often named as one of the best tour operators in the world by cruise executives. Their clients include Carnival Cruise Line, Princess Cruises, Holland America, Royal Caribbean Cruise Line, Norwegian Cruise Line, Crystal Cruises, P&O Cruises, Fred Olsen Cruises, Disney Cruise Line, Celebrity, Cunard, Silversea Cruises, and more.

At the encouragement of several top executives at major cruise lines, Aquila launched the Center for Cruise Excellence in 2007, and began offering coaching and training programs to help cruise destinations and tour operators around the world achieve this same level of excellence in their businesses and ports. These customized programs take into account the unique circumstances of the destination and cover topics that are relevant to each situation. The goal is to assist destinations and tour operators in improving their current operations, reaching new levels of performance and productivity, and exceeding the increasing expectations of cruise lines and their passengers. Last year alone, Aquila conducted cruise workshops in Curaçao, Belize, El Salvador, Guatamala and Roatan, to name a few.

Aquila’s recent endeavours include an online Tour Guide Excellence training program providing International Certification to Tour Guides worldwide, as well as a Tour Operator Designation designed to establish standards for tour operators in the industry. Aquila now has internationally certified guides working in more than 14 countries around the world, including Panama, Mexico, Russia, Guadeloupe, South Polynesia, Belize, Dominican Republic and more. Aquila’s programs are endorsed by the Florida Caribbean Cruise Association and promoted by the major cruise lines.

Locally, Aquila has offered cruise-related seminars and workshops throughout Atlantic Canada, and delivered consultative Port Readiness programs in Shelburne, Lunenburg, Baddeck, Louisbourg, and Cheticamp, Nova Scotia; Summerside and Georgetown, Prince Edward Island; as well as Miramichi, Caraquet, Dalhousie and St Andrews, New Brunswick. In the past 3 years, Aquila developed a cruise strategy for the ports in Northern New Brunswick, delivered a workshop for the Port of Charlottetown on product development, and was contracted by the Atlantic Canada Cruise Association to facilitate various programs for their Niche Port Members.

Aquila is an active member of ACCA (Atlantic Canada Cruise Association), an Executive Partner of CLIA (Cruise Lines International Association), and a Platinum Member of FCCA (Florida-Caribbean Cruise Association).

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APPENDIX G: FACILITATOR PROFILES

Melanie Colpitts

Melanie Colpitts has been with the Aquila Team since she went looking for her first summer job in 1992, and landed the role of a Tour Guide. In the more than 20 years since, Melanie has been involved in every aspect of Aquila, from the motorcoach and travel learn markets to Aquila’s initiatives in the cruise market. Melanie was integral in the founding of Aquila’s Center for Cruise Excellence and the development of Aquila’s Tour Guide Excellence online training, and today, she works with Tour Guides, Tour Operators, and Cruise Destinations around the world to help them deliver excellence to the cruise industry.

In her role as Director of Aquila’s Center for Cruise Excellence, Melanie develops and delivers training programs for stakeholders in the cruise industry. She puts her vast knowledge and expertise to work designing and leading workshops and consultations with tour operators, ports and destinations around the world, and she leads the delivery of Aquila’s International Tour Guide Excellence Certification Program. In the past year alone, she has worked with groups of Tour Guides in Colombia, Puerto Rico, Belize, Puerto Plata, El Salvador, Guatemala and the British Virgin Islands.

Melanie’s knowledge and expertise of Atlantic Canada’s Tourism Industry has led to significant experience in program development and delivery at home as well. Her work in Atlantic Canada has included the development and delivery of Port Readiness workshops for new and emerging ports, as well as customized workshops for ports and destinations on topics ranging from product development, market readiness, cruise visitor experience, and much more. She has worked extensively with the niche ports of the Atlantic Canada Cruise Association, led the development of the Northern New Brunswick Cruise Strategy, and has been a panelist at events such as the Canada New England Cruise Symposium.

Melanie has also been a leader in Aquila’s own initiatives in the cruise market, and she has been instrumental in the development of Aquila’s successful operational and sales strategies that have resulted in significant growth for Aquila. She developed Aquila’s innovative Tour Guide training program, which has resulted in their guides being named best in the world by Dream World Cruise Destination magazine on five occasions. Her influence has also reached beyond Aquila. Melanie’s involvement in the Bay of Fundy Cruise Partnership and her knowledge about increasing destination awareness – from involving all distribution channels to aligning the development of new tour products – led to significant cruise growth for the Saint John region to its current position of fourth busiest cruise port in the country.

Melanie is actively involved in the tourism community in Atlantic Canada. She has served as the cruise representative on the board of TIANB, and currently represents TIANB on the ACTP Marketing Committee. She is also on the board of the Stonehammer UNESCO Global Geopark.

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Danielle Timmons

Danielle Timmons is a Partner at Aquila Tours, an innovative leader in the tourism industry in Saint John. Her responsibilities include financial management, strategic planning, human resources, marketing, as well as being the resident in-house “tech geek” for the office.

Aquila has 2 core areas of focus: Shore Excursions in Saint John, and Aquila’s Center for Cruise Excellence. Danielle plays an active day-to-day role in both sides of the Aquila business, acting as one of the Cruise Managers for the ships that call to Saint John each year.

Aquila’s Center for Cruise Excellence offers training programs in the areas of Tour Operator Excellence, Tour Guide Excellence, and Port Excellence, all designed to for cruise destinations around the world to achieve excellence in their ports, tours, guides and businesses. Aquila is highly respected within the cruise industry and has been named as one of the best tour operators in the world by cruise executives. Danielle has varied roles in the Center for Cruise Excellence, which include program delivery, project management and marketing.

She is actively involved with in the business community in Saint John. Danielle is a member of the Board of Directors for Enterprise Saint John, as well as the Administrator for the Board of Directors of the Saint John Hotel Association.

Prior to re-joining Aquila in 2004, Danielle was employed as the Marketing Manager with Toombs KWA, an outplacement firm in Calgary. In this role, she had the opportunity to work directly with clients who had been laid off, and taught several workshops including Learned Optimism, Building Resilience, Job Searching on the Internet and others.

Throughout her six years in Calgary, Danielle also enjoyed volunteering as an adult literacy tutor. Danielle currently lives in Grand Bay and likes spending her free time enjoying the outdoors with her husband Lance and two young children, Ben & Emma.