Fremont County / West Yellowstone Tourism Strategy ...€¦ · Final Report Provided to Fremont...

Fremont County / West YellowstoneTourism Strategy Workshop

Final Report

Provided to Fremont County Economic Development & West Yellowstone Chamber of Commerce

February 2008

By The Hingston Roach Group, Inc.

Fremont County – West Yellowstone Tourism Strategy Workshop Report February 2008 Page 1 of 29

Table of Contents 1. Introduction ................................................................................................................. 2

2. Workshop Participants ................................................................................................ 2

3. Workshop Agenda and Outcomes Summary.............................................................. 3

4. Results from Survey of Area Businesses and Organizations...................................... 4

5. Workshop Discussion and Outcomes ......................................................................... 9

6. Additional Recommendations for Tourism Development .......................................... 15

7. Appendices ............................................................................................................... 22 Appendix A: Online Survey Questions Appendix B: Survey Results Appendix C: Tourism Trends


1. Introduction The Fremont County Economic Development Council and West Yellowstone Chamber of Commerce co-sponsored a Tourism Strategy Workshop on Thursday, January 10, 2008, at the Island Park Village Resort. The workshop was initiated as part of a greater Fremont County Economic Development planning process. The workshop was conducted by Lorraine Hingston Roach, President of The Hingston Roach Group, Inc. The goal of the workshop was to identify and prioritize joint tourism strategies that could be undertaken by the chambers of commerce in Fremont County and West Yellowstone, focused particularly on off-peak season tourism (fall, winter, spring). In preparation for the workshop, an online survey of Fremont County and West Yellowstone business owners and tourism-related organizations was conducted (see survey questions, Appendix A). A total of 65 businesses and organizations responded to the survey. Results from the survey are summarized in section 4 of this report, and were used to guide discussion at the workshop. This report summarizes the discussion points and outcomes from the workshop, and offers additional recommendations for strategic tourism development and promotion in the Fremont County – West Yellowstone area. 2. Workshop Participants The workshop was organized by Cathy Koon, Fremont County Economic Development Director, and was promoted by the chambers of commerce and local media. A total of twenty-four business and organization representatives participated in the workshop on January 10, 2008: Judy Cole, Yellowstone Basin Bank Chan Atchley, Ashton Chamber of Commerce Laurie Augustin, West Yellowstone Chamber

of Commerce Kyle Babbitt, Harriman State Park Anthony Bean, West Yellowstone Airport John Brunt, Rexburg Architect Tamra Cikaitoga, Fremont County Parks and

Recreation Jack Clarkson, West Yellowstone Lerinna Collins, Elk Lake Resort Lynette Coonce, Buffalo Run RV and

Campground Marysue Costello, West Yellowstone

Chamber of Commerce Aronlee Gould, St. Anthony business owner

Jamie Greene, City of West Yellowstone Jean Hansen, Ashton Chamber of Commerce Robin Jenkinds, Targhee National Forest Christy Kantack, Realty of the Rockies Cynthia Knapp, Yellowstone Basin Bank Cathy Koon, Fremont County Economic

Development Lorene Lowe, Caterer Jeff Patlovich, Fremont County Planning

Administrator Dave Plourde, KCHQ Radio, Driggs Sherri Thomas, St. Anthony Chamber of

Commerce Travis Watt, Yellowstone I-Max Brett Whitaker, Island Park Realtor

Richard L. Gardner

Note

Fremont Economic Action Commission

Richard L. Gardner

Note

I was in attendance...


3. Workshop Agenda and Outcomes Summary The workshop was held on January 10, 2008, from 10:00 a.m. to 3:00 p.m. The agenda was as follows: 10:00 Introductions 10:15 Survey Results 10:45 Tourism Priorities, Ideal Outcomes 11:30 Tourism Trends, Tourist Expectations 11:45 Lunch 12:30 Target Markets: Peak, Off-Peak 12:45 Current Marketing Efforts (Strengths, Weaknesses), Emerging Opportunities 1:00 Strategies to Achieve Ideal Outcomes 2:00 Specific Steps to Implement Actions 2:30 Wrap-up and Next Steps 3:00 Adjourn Key actions discussed by workshop participants are summarized below. Details are provided in section 5 of this report. ♦ Enhance chamber and regional web sites to better serve potential visitors and businesses.

Link web sites to each other and to regional marketing efforts (e.g., YellowstonePark.com) to better connect area attractions and amenities.

♦ Identify priority target/niche markets for tourism promotion, and local activities/services that appeal to each. Develop specific promotion strategies for each niche market.

♦ Improve visitor information and wayfinding/signs to encourage visitors to stop and extend their stays.

♦ Link and expand the area’s trail systems through coordination among trail groups. ♦ Increase the quality and variety of area dining and shopping through more strategic

promotions and off-peak season events. ♦ Expand and promote kid-friendly and guided activities, including multi-day, multi-activity

itineraries with suggestions for families with kids of various ages, couples, adventure travelers, retirees, etc.

♦ Improve cooperation between communities by encouraging a directory of stakeholders, cross-promotion, and relationship building.

♦ Participate in the Top 10 Scenic Drives in the Northern Rockies program, linking area byways with the larger multi-state effort.

♦ Address affordable workforce housing issues through partnerships with economic development groups, developers, city/county government, state/federal agencies. Use development incentives where appropriate.

♦ Improve customer service training for front-line employees to encourage longer visitor stays, repeat visits, and word of mouth advertising because of outstanding experiences.


4. Results from Survey of Area Businesses and Organizations Survey Purpose and Methodology The Fremont County Economic Development Council sponsored the survey prior to the workshop in order to evaluate joint tourism opportunities and determine marketing priorities. The survey was web-based, and the invitation and survey link were e-mailed to members of the Island Park, Ashton, St. Anthony, and West Yellowstone Chambers of Commerce. The survey was available online from January 2-7, 2008, resulting in 65 completed surveys. Complete results of the survey, including charts and graphs, are included as Appendix B of this report. The key findings are summarized below, and next 3 pages provide an overview of the results. Summary of Key Issues and Priorities The key issues that emerged from the survey fall into three categories:

1. The area’s tourism “product” needs to be enhanced: tourist services (visitor information, dining, shopping, guided services); community “curb appeal”, signage, and parking; and trail systems.

2. Tourism promotion efforts need to be more effective: better targeting, emphasis on off-peak seasons, cooperative advertising, things to see and do, web sites and Internet marketing, multi-state licenses/tags, and branding.

3. Partnerships are critical to leverage resources and increase tourism: better communication/cooperation, support services (transportation, housing, workforce recruitment/training), relationships with local government for infrastructure and tourism development, and linkages to regional tourism efforts.

Key actions identified by the survey respondents included the following:

1. Enhance the tourism “product”: Improve community curb appeal (first impressions) and services:

Entrance enhancements Downtown improvements, including parking Visual appeal of businesses Visitor information and wayfinding/signs Variety of quality dining and shopping

Expand things to see & do: Guided activities Regional trail system (links) Regional wildlife viewing routes/guidebook Off-peak season events Kid-friendly activities Scenic byways

2. Improve effectiveness of tourism promotion efforts: Identify priority target markets: peak, off-peak Increase sales/occupancies in fall (Oct, Nov) and spring (March, April, May) Lengthen guest stays Develop identity as a destination (not Park) 3-state fishing and snowmobiling licenses (14-day) Enhance and link web sites Implement effective advertising/PR efforts, including cooperative advertising

opportunities Create vacation packages, central reservations? Improve promotion materials Track results and return on investment

Richard L. Gardner

Note

Fremont County


34.7%

22.4%

16.3%

16.3%

16.3%

10.2%

8.2%

8.2%

6.1%

6.1%

4.1%

4.1%

2.0%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Lodging

Retail

F&B

Entertain't

FIRE

Media/Util

Construct'n

Psnl Svcs

Outfitter/Tour

Biz/Prof'l Svcs

Transp/Reserv'ns

Mfrg/Whls/Ag

Othern=49

Survey Business Respondents by Category

23.1%

40.0%

12.3%

7.7%

12.3%

4.6%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Island Park

W. Yellowstone

Ashton

St. Anthony

Multiple Fremont Cty/W.Y. locations

Other

n=65

Survey Respondents by Location

3. Strengthen partnerships to leverage resources and implement strategies: Improve communication/cooperation between communities Expand tourism support services:

Regional transit system Year-round air service at West Yellowstone airport Customer service training Community infrastructure (water, sewer, wi-fi, streets, etc.) Affordable housing

Foster relationships with local government for infrastructure, tourism development support, protection of product/character

Develop links to regional tourism efforts (Yellowstone Business Partnership, Yellowstone-Teton Territory, YellowstonePark.com, Yellowstone Country, Top 10 Scenic Drives, National Geographic Geotourism MapGuide, etc.)

Increase funding for tourism development and promotion Survey Participants More than three-quarters of the survey respondents (76%) represented businesses. Another 15% represented nonprofit organizations, and 9% state and local government. Of the business respondents, the largest share were lodging facilities (35%), followed by retailers (22%), restaurant/bar, entertainment, and finance/insurance/real estate (16% each). The nonprofit organization respondents represented cultural or historical attractions, business/economic development organizations, festivals/events, tourism organizations, conservation organizations, a recreation organization or club, and a civic/service organization. There were four local government respondents, three of whom work directly with tourists or tourist-oriented services, and two state government respondents.

Forty percent of the respondents were from West Yellowstone, 23% from Island Park, 12% from Ashton, 8% from St. Anthony, 12% from multiple Fremont County/West Yellowstone locations, and 5% from Other locations. There were business and nonprofit respondents from all four communities, but government respondents only from West Yellowstone and Other locations. Overall, 85% of the respondents’ organizations directly serve tourists, and only 15% do not. Tourism Sales and Visitation Trends Of the organizations who directly serve tourists, one-third (34%) had a substantial increase in sales or visitation over the past three years (20% or more). Another 28% saw some increase (10%-20%), and 28% said that sales/visitation was about the same. Only 10% experienced decreases in sales or visitation. Three-quarters (75%) of those who directly serve tourists stay open year-round. Of those who are not open year-round, eight organizations indicated that they


would stay open if there were more visitors in the off-peak seasons. Those who would not stay open year-round generally are weather dependent (golf courses, RV parks, etc.). Priority Months for Off-Peak Season Marketing Efforts Survey respondents were asked which month(s) of the year they would like to see increased tourism activity. The months listed by two-thirds or more of respondents (67%+) were March-May and October-November. Of those, the top priority months were April and October, followed by May and November. Priority Activities to Promote Respondents were asked to rate the importance of promoting specific activities on a scale of 1 to 5, where 1=Not At All Important and 5=Very Important. The activities that rated a 4.0 or higher out of 5.0 (based on mean score) were fishing, camping/RVing, community festivals/events, kid-friendly activities, cross-country skiing, snowmobiling, horseback riding, scenic driving/loop tours, hiking/backpacking, wildlife viewing/bird watching, photography tours, and historic/cultural tours. The answers did not vary significantly based on respondent locations. Existing and Potential Customer Markets The current geographic customer markets of survey respondents who directly serve tourists include Idaho (81%, primarily eastern Idaho), Utah (74%), Montana (50%), California (50%), and Washington and Minnesota (19% each). When asked what other geographic markets should be priorities for Fremont County – West Yellowstone promotions, the states cited most were in the western U.S. (WA, OR, CA, UT, TX, AZ, WY, ID). Amount Spent on Marketing and Advertising to Attract Customers/Visitors Nearly half of the respondents (47%) say that their organization annually spends between $1,000 and $5,000 on marketing and advertising to attract customers or visitors. Another 18% spend between $5,000 and $10,000, 12% spend between $10,000 and $25,000, 14% spend more than $25,000, and 8% spend less than $1,000. Cumulatively, the total amount spent by organizations who responded to the survey is $613,000 to $1.12 million. If just 10% of that amount were pooled for a major tourism marketing campaign to attract visitors from key target markets, the budget available from the survey respondents alone would be $60,000-$112,000! Workforce Issues The majority of respondents who serve tourists (73%) hire seasonal employees or volunteers, and the largest share of seasonal employees are retirees or semi-retired. In summer, an equal number of organizations hire college students, and a few organizations hire foreign national workers. Many organizations have difficulty finding and retaining seasonal employees and/or volunteers. The most common reason for the difficulty is lack of affordable housing for seasonal workers, followed by lack of qualified workers/volunteers, college/university calendars, work ethic of the local workforce, and high school calendars. Substance abuse issues and immigration delays/restrictions were not major difficulties for most employers. When asked about the most important action that could be taken to improve seasonal workforce challenges, improved employee housing was the overwhelming response. Visitor First Impressions Survey respondents were asked to rate the first impressions of visitors about the area, based on a scale of 1 to 5, where 1=Poor and 5=Outstanding. Those aspects of the area that rated average (3.0) or better were the general appearance/scenery of the area and the appearance of key attractions. Those aspects that rated below average (less than 3.0 out of 5.0) were the availability of visitor information, directional signs to key attractions/services, appearance of tourist-oriented businesses, visibility of free public parking, attractiveness of community


entrances, and general appearance of downtown business districts. Clearly, community “curb appeal” needs to be addressed in order to entice travelers to stop and spend money.

Survey respondents provided additional comments about the first impression ratings, and 40 comments were received. Of those, 19 commented that the appearance of Island Park and/or the Idaho approach to West Yellowstone needs to be cleaned up, (e.g., community entrances, storefronts, abandoned cars, vacant lots, and trashy homes/trailers). Seven respondents commented that more employee training is needed to improve service to visitors, seven commented that signage needs improvement, and two cited a need for better tourist information about area attractions. Quality Ratings of Local Facilities and Services Survey respondents also rated the quality of local facilities and services, based on a scale of 1 to 5, where 1=Poor and 5=Outstanding. Only national park facilities received a score of more than 4.0 of 5.0. Services and facilities that received ratings of 3.0 to 4.0 were outfitted/guided services, national park customer service, state park facilities, state park customer service, RV parks/campgrounds, and lodging. Services that received below average ratings (less than 3.0 of 5.0) included family dining restaurants, knowledge/skills of front line employees, fine dining restaurants, and retail shopping. The ratings did not differ significantly based on the respondents’ locations. Increasing the amount of tourism and tourist spending in off-peak seasons would provide more cash flow to local businesses, which would allow them to improve the quality of their services. Additional Businesses, Facilities, and Services Needed When asked about additional services needed to attract visitors or extend their stays, respondents made the following suggestions (a total of 44 suggestions were received):

14 – More and better restaurants 6 – Improved and longer hours of medical facilities 5 – More retail stores 4 – Island Park Community Center 3 – Improved air service 3 – Another golf course 2 – Employee housing 9 – Various specialty activity venues, quiet recreation trails

Local Government Support for Business and Tourism Development Survey respondents were asked to indicate their level of agreement with the following statement, where 1=Strongly Disagree and 5=Strongly Agree: “My local government is cooperative and supportive of business and tourism development.”

The responses generally fell into a bell curve, with about one-third of respondents (32%) giving a score of 3 (Neither Agree nor Disagree), equal percentages giving a score of 2 and 4 (22% each), 10% strongly agree with the statement, and 14% strongly disagree with the statement. The mean scores did not vary significantly among business, nonprofit, and local government respondents. State government respondents agreed more strongly with the statement. However, the responses did vary significantly by location. West Yellowstone respondents rated their agreement significantly higher (3.41) than St. Anthony respondents (1.60).


Greatest Challenges to Tourism Development The greatest challenges for tourism cited by respondents were similar to the opportunities listed above (52 comments were received about challenges):

11 – Working together as communities 7 – Getting to a year-round mindset and increasing shoulder season activities 4 – Obtaining more positive attitudes by employees and residents 3 – Controlling growth, preserving the environment 3 – Lack of basic infrastructure services 3 – Trail restrictions

Opportunities and Promotion Strategies to Generate More Tourism Survey respondents provided 46 suggestions for generating more tourism. Of those, 11 cited a need for better regional communication and cooperative marketing, 8 suggested cooperation on group tour and family activity options and promotions, 6 emphasized a need to work on shoulder season activities, 5 suggested more support for the Park and keeping it open in winter, 4 said to improve facilities and infrastructure, 3 each indicated a need for more air service and changes in government policies, and 2 each listed better visitor information and community/business appearances.

Specific suggestions for marketing and promotion strategies to attract more visitors included cooperative destination advertising campaigns with a unified theme (11 comments), improved web sites (7), more and better signage (2), promotion of shoulder seasons and year-round (2), developing vacation packages cooperatively, implementing regular campaigns in Utah, and creating a central reservations system to handle all lodging and tours.


5. Workshop Discussion and Outcomes Special Qualities (Niche) of Fremont County/West Yellowstone During the workshop introductions, participants were asked to describe in 2 words what makes the Fremont County/West Yellowstone area unique or special. Their responses fell into three categories: 1. Natural attractions: wildlife, sand dunes, much snow, Yellowstone Park/ecosystem, public

lands, open space, scenic sanctuary, scenic rivers 2. Qualify of recreation: outdoor recreation, recreational activities, numerous opportunities, no

crowds, big fish 3. Quality of life: it’s wonderful!, the people, country living, hometown feel, life quality,

mountain lifestyle

The qualities described above indicate several characteristics that describe the niche of the area:

Abundant wildlife and scenic/natural attractions High quality, uncrowded outdoor recreation year-round Proximity to Yellowstone National Park Small town friendliness and affordability in a scenic setting

Survey Outcomes: Ranking of Priorities As summarized in section 4 (page 4-5), survey respondents suggested a number of potential actions or ideal outcomes to increase tourism in the area. These outcomes were listed under three headings (promotion, partnerships, product), and then workshop participants ranked them according to which outcomes were most important. The outcomes, along with the number of votes given to each by the workshop respondents, are listed below. After ranking the outcomes, participants divided into three groups, and developed actions to achieve them.

Product Outcomes (“Curb Appeal”) - Ranked 1. Visitor information and wayfinding/signs (31) 2. Trail system – links/expansion (22) 3. Variety/quality of dining and shopping (21) 4. Kid friendly activities (20) 5. Guided activities (19) 6. Menu of tours (19) 7. Wildlife viewing sites/routes (17) 8. Downtown improvements, including parking (17) 9. Off-peak events (16) 10. Visual appeal of businesses (13) 11. Scenic byway development/sites (11) 12. Entrance enhancements (9)

Promotion Outcomes - Ranked 1. Enhance web sites (single site?) (37) 2. Identify priority target markets (32) 3. Vacation packages/central reservations (28) /Promote to group tour companies (3) 4. Identify as a destination (US Parks) (24) 5. Increase sales/occupancies in fall & spring (23) 6. Consistency of messages (23) 7. Effective advertising & promotion (19) 8. Three-state fishing & snowmobile license (17) 9. Lengthen guest stays (15) 10. Dining guide with hours, etc. (12) 11. Improve promotion materials (12) 12. Track results and ROI


Partnership Outcomes - Ranked 1. Improve cooperation between communities (43) 2. Top 10 Scenic Drives (32) 3. Affordable housing (26) 4. Customer service training (24) 5. Air service of West Yellowstone (24) 6. National Geographic Geotourism Map Guide (17) 7. Increase funding for tourism development & promotion (16) 8. Community infrastructure (water, sewer, WIFI, streets) (14) 9. Relationships with local government (9) 10. Links to regional tourism efforts (YTT, Yellowstone Country, YBP) (9) 11. Expand support services – transit (7)

Actions to Achieve Outcomes Each of the three breakout groups were asked to define the following for the top priority outcome on the list, then move to the second priority, and so on.

1. Actions to achieve outcome 2. Potential barriers and ways to overcome 3. Specific steps 4. Ways to track results 5. Potential partners 6. Potential funding sources

Product Group: Specific Steps The Product group identified the following details for their list of outcomes. Priority 1: VISITOR INFORMATION & WAYFINDING / SIGNS 1. Determine if sign placements are correct 2. Work with ITD on specifications 3. Island Park needs a Visitor Center 4. Need Kiosk at top of Mesa Byway featuring region & what is available

Steps to Implement: Coordinate business groups/chambers

Partners: People to develop People to publish

Timeline: Ideas take time Publishing prior to peak season

Priority 2: LINK/EXPAND TRAIL SYSTEM 1. Maintain current trails - access must stay 2. Coordinate groups who are already working on systems 3. Map out areas which would be non-motorized for hiking, biking 4. Partnership – Act of Congress to designate trails across jurisdictions 5. Promote trail systems


Priority 3: INCREASE VARIETY/QUALITY OF DINING/SHOPPING 1. Suggestions to businesses 2. Chamber of commerce involvement 3. Make improvements to sidewalks & infrastructure (city responsibility) 4. Utilize current facilities 5. Time sharing in off-season – businesses not closed on same days 6. Dining guide for Fremont County:

Based on West Yellowstone’s current guide (includes maps/locations) Dining Passport – vote for favorites, get 1 year bragging rights Where to find breakfast, dinner Include serving hours

7. Retail guide: where to purchase items: To buy specific items (shoes) Rental of sports equipment, i.e., XC skis Where to find items needed for a weekend Attract 2nd hand/quality shops

Potential Barriers: Owner apathy Owners need to buy-in, have/see benefit Resort tax – should Fremont County have one?

Partners To Lead/Assist: Individual business Downtown revitalization groups Chambers of Commerce Small Business Development Center Local governments Local developers

Timeline: Time sharing – March/April in off season, coordination between businesses &

chambers Dining guide – immediate (in place for summer) The Best of the Best – Summer ’08 Awards

Priority 4/5/6: KID-FRIENDLY AND GUIDED ACTIVITIES 1. Identify opportunities:

Kids programs Family fishing sites Family hiking sites Family tours Coordinate hikes, tours There are more opportunities “out there” than the general public is aware

2. Volunteer programs 3. Kid fishing at Mill Creek:

Promote free fishing day 4. Menu of tours 5. Develop a family web site: from Park/County/Forest Service info 6. Create a county recreation web site - not linked to government site (YTT Grant $ potential

partnership): Neutral site Chambers assist with information only Not just for chamber paid members Would include federal/state link & opportunities


Vacation planner with Wyoming guidelines (thank Wyoming for posting routes)

Partners: Chambers Businesses Visitor Centers Forest Service IDPR

Timeline: ever evolving (should be updated quarterly/seasonally)

Barriers: Time to collect information How to distribute Coordination $ to keep web/handbook current Lack of group facilities for outdoor opportunities

Coordinate information from: National Forest State Parks – Keith Hobbs National Park – Katie Duffy BLM

Promotion Group: Specific Steps The Promotion group identified the following details for their list of outcomes.

Priority 1: ENHANCE WEB SITES

1. Improve user-friendliness and marketing of existing web sites Seek outside expertise (for example, Chamber Express in Atlanta, GA creates chamber

web sites - Ashton uses this company) Retain separate web sites - one web site will be too cumbersome Identify photos with caption (where they are located) Put links to other chambers on each site, front page if possible Buy ad space on traveling planning websites Use Google ad words or pay-per-click Make sure you are linked to state websites

2. Focus on connections between Fremont County and West Yellowstone first – spider out from there by area (i.e: West Yellowstone to Big Sky and Ennis, Fremont County to Island Park/Ashton/St. Anthony } Mad.)

3. Help businesses create web sites (i.e., Ashton Chamber is putting members on their site) Ensure that every chamber member is linked back to their chamber web site Need RSS feeds to chamber websites (monitor comments, visits, etc.)

Potential Barriers to web site enhancement: Knowledge of businesses regarding the need of websites to attract tourists Affordability of sites A single source of non-vested interest to build your site (i.e., independent consultant) Money, staffing, time The name “Yellowstone” is a hindrance to searches (overused word attached to

numerous sites - hard to find us locally) How do the chambers find out which members/businesses have a website? (survey?

add to membership forms?)


Partners to lead: West Yellowstone Chamber Ashton Chamber St. Anthony Chamber Island Park Chamber Local internet providers Web site consultants (e-business) RC&D and economic development staff

Timeline and Next Steps: Begin now: (Mon 1 year) Check current mutual linkages (cross-links) Determine where are we now? Survey chamber members about web sites Chamber presidents meet about their web sites Chamber webmasters meet to coordinate links, etc.

Priority 2: IDENTIFY PRIORITY TARGET MARKETS

1. Identify niches activities, then services 2. Identify general demographics of visitors

Potential Barriers to Targeting: Keeping up with current changes:

Euro, Canadian $ Weather - seasonality Technology

Timeline: ongoing!!

Implementation Steps: Research information Help constituents know/find the markets match businesses with niches Sharing and interpreting information

Partnership Group: Specific Steps The Partnership group identified the following details for their list of outcomes. Priority 1: IMPROVE COOPERATION BETWEEN COMMUNITIES BY COMMUNICATION Stakeholders:

Forest service/federal agencies Economic development (West Yellowstone – Fremont County Chambers of commerce Local governments

Actions: 1. Create a directory of stakeholders – phone and e-mail 2. Host a meeting of stakeholders:

Chambers take the lead Identify commonalities: goals, products on which to work Form council to address goals, products

3. Develop relationships through social activities

Potential Barriers: Participation/time & distance – use e-mail network Ineffective meetings:

Focus on action meetings


Need strong leaders Funding

Timeline: during off season (early) In time for next season

Priority 2: TOP 10 SCENIC DRIVES 1. Council apply to be one of scenic drives (Nez Perce Trail is part of Top 10) 2. Make our own list of scenic drives 3. Up to the council 4. Activity packets 5. Geocaching 6. Unique pastimes Priority 3: AFFORDABLE HOUSING (Defined as rental housing for employees, young families) 1. Inventory available properties 2. Identify housing programs to assist 3. Economic development driven:

Cities/counties ECIPDA in Idaho, ? In Montana Employers Developers

4. Incentives for developers to include low-income/affordable units 5. Incentives for employers to provide dormitories

Barriers: Lack of private land (federal ownership, state ownership): need to work with

legislators, government (county & city) P&Z Salary limits Lack of incentive to build Lack of industry in second-home market Lack of renters during off season

Priority 4: CUSTOMER SERVICE TRAINING 1. Required of every new employee 2. Include information on sites, events, directions 3. Idahost/online 4. Develop our own 5. Courtesy Regional Partnerships are Critical to Attract Destination Travelers The YellowstonePark.com Travel Planner highlights themed travel routes throughout the eight-state region surrounding the Park. State visitor research reinforces this approach to regional marketing in attracting destination travelers, to whom state boundaries are inconsequential.


6. Additional Recommendations for Tourism Development The following are suggested additional ideas provided by the consultant for the priority actions identified by the survey respondents and workshop participants. Enhance the Tourism “Product” Improve Community Curb Appeal

1. Entrance enhancements: Install welcome and directional signs at all primary entrances

(coordinate with DOT to provide directional signs using international symbols to all major public attractions).

Enlist service/youth/garden clubs or court-imposed community service participants to clean up entrances, improve landscaping, plant flowers, hang banners, and maintain entrances (mowing, weed removal, etc.).

Use volunteer efforts (“adopt-a-lot”, community clean-up day), and enforcement of hazard/nuisance ordinances, to clean up blighted areas and remove or screen eyesores (junk cars, dilapidated buildings, etc.).

Present annual awards to civic/youth groups that assist with community cleanup/enhancement efforts.

2. Downtown improvements, including parking: Improve parking inventory/management by striping (with paint)

for diagonal and parallel parking. Use diagonal parking where possible to increase parking

capacity (including back-in diagonal parking to improve sight on busy streets).

Install blue/white parking signs (“P” international symbol, Free Public Parking, RV Parking) to clearly mark public parking areas.

Maintain downtown sidewalks and landscaping year-round (weed removal, sweeping, litter control, snow removal, tree/flower watering).

Work with property owners to improve vacant windows: enlist volunteer/youth groups and/or businesses to “adopt-a-window” and display artwork, event information, products, etc.

Use hazard ordinances and/or threat of condemnation to enforce building safety improvements (repair broken/missing windows and doors, removal of hazardous/flammable materials, repair roofs/cornices/awnings, etc.).

Work with City to repair curbs/gutters/sidewalks, install waste receptacles, hang flower baskets, banners, public art, etc.

Install pedestrian-scale lighting (as opposed to highway-oriented “cobra-head” lights).

3. Visitor information and wayfinding/signs: Install a kiosk in a visible location to provide 24/7 visitor

information, including covered plexiglass brochure holders with maps, dining/retail guides, and info about area attractions/events.


Install directional signs to key attractions, public restrooms, public parking, visitor information, etc.

Consider a Tourist Information System (TIS) short-distance radio broadcast with visitor information.

4. Visual appeal of businesses: Sponsor workshops for businesses about effective sign design

(colors, fonts, materials, etc.). Obtain information from the National Main Street Center or

other sources about effective window merchandising displays. Work with banks to use Community Reinvestment Act (CRA)

requirement funds for technical assistance and/or low interest loans to businesses for historically appropriate and attractive façade improvements.

Create design guidelines for downtown signage, building improvements, street furniture, landscaping, etc.

Present annual awards for most improved or renovated properties, and/or civic pride awards.

5. Variety of quality dining and shopping: Encourage outdoor dining and shopping opportunities in warm

season months (sidewalk dining, sidewalk merchandise, farmers market, sandwich signs, street vendor carts, etc.).

Encourage restaurants and retailers to showcase local/regional/state products whenever possible.

Create off-peak season dining and shopping events to increase downtown vitality (dine-arounds, evening open houses with music and refreshments, sidewalk chalk art for kids, holiday events, contests, etc.).

Create a Secret Shopper/Diner program to evaluate strengths/weaknesses of businesses and provide feedback about quality of service and products.

Obtain market data through Dept. of Labor, tourism research, and customer surveys/interviews to determine niches for downtown products and services.

Expand Things To See & Do

1. Guided activities: Identify opportunities to create a menu of multi-day itineraries

for specific market segments (families with young children, families with teens/tweens, active singles/couples, mature couples/groups); promote on web sites and printed materials.

Work with outfitters to package multi-day, multi-activity trips and market via web site, etc.

Identify gaps in guided tours/activities, and work with outfitters to develop enhanced/expanded opportunities as appropriate (guided scenic tours, interpretive hiking/biking trips, etc.).

Host annual meeting with partners to discuss progress and ideas for additional/revised tours.

2. Regional trail system (links): Work to link trail systems in greater Fremont County/West

Yellowstone area via maps and promotions (if not actual seamless physical links), so that visitors will plan multi-day excursions to visit all trail components/opportunities.


Consider business/organization sponsors to “Adopt-A-Trail Segment” to raise funds or obtain volunteers to help with trail maintenance, signs, maps, etc.

Seek “volun-tourists” and grants to help with trail development and improvements.

Consider Shoshone County (ID) model of county snowmobile sticker to supplement funds for grooming, maps, signs, etc.

Promote trail systems to hiking/biking/birding/ATV/snowmobile magazines, web sites, travel writers, and ensure that information is included in regional and state publications, web sites, AAA and RMI guides, etc.

Use historic/cultural and wildlife aspects of trails to generate press coverage via press releases and familiarization tours.

3. Regional wildlife viewing routes/guidebook: Work with the Yellowstone Business Partnership to develop a

regional wildlife viewing guide. Identify potential new wildlife viewing sites and routes to

include in the guidebook, along with nearby tourist services (dining, retail, lodging, etc.).

4. Off-peak season events: Identify specific niche markets with high potential, and develop

off-peak season events specifically targeting those niche markets (e.g., birding festival).

Evaluate peak season events to determine if they add value (e.g., draw visitors that fill otherwise empty hotel rooms, etc.), and if not, drop or move the events to a time of year when more business is needed.

5. Kid-friendly activities: Develop a list of kid-friendly activities by age group, with their

locations and approximate time required, and promote the activities on tourism web sites and in visitor guides.

Host “Family Campout” weekends with guided nature/wildlife hikes, camping skills activities, campfire storytelling, etc.

Engage retirees to mentor/teach outdoor skills and lead family fun activities (fishing, geocaching, wildlife/bird/plant identification, etc.).

6. Scenic byways: Partner with DOT and local historic/arts groups to enhance

interpretation along scenic byways, develop self-guided tours and audio tours.

Identify artisans/craftsmen along scenic byways, and package off-peak season experiential tours with B&Bs, events, museums, and other attractions.

Link local byways into the National Geographic MapGuide and Top 10 Scenic Drives programs.


Improve Effectiveness of Tourism Promotion Efforts 1. Identify priority target markets: peak, off-peak:

Continue to target existing priority geographic markets: Idaho (primarily eastern Idaho), Utah (SLC metro area), Montana (primarily Bozeman/Big Sky), California, Washington and Minnesota.

Enhance targeting to priority markets identified by survey respondents: WA, OR, CA, UT, TX, AZ, WY, and ID.

Within the geographic markets, focus on priority activity niches: fishing, camping/RVing, community festivals/events, kid-friendly activities, cross-country skiing, snowmobiling, horseback riding, scenic driving/loop tours, hiking/backpacking, wildlife viewing/bird watching, photography tours, and historic/cultural tours.

In peak season (summer), emphasize kid-friendly family-oriented activities/ itineraries, scenic driving, camping, 4-wheeling, and guided adventures for families/couples. Link to regional and state marketing efforts that tie into national park and other destination promotions (yellowstonepark.com, RMI, Top 10, etc.) to capitalize on existing traffic.

In fall and spring, emphasize activities for sportsmen, couples, and mature travelers (fishing, hunting, golf, RVing, hiking, guided activities, wildlife/bird watching, scenic driving, history, culture, photography). As appropriate, link off-peak events or festivals to niche markets.

In fall and spring, consider group tours, corporate team-building retreats, home school educational tours, small meetings/board retreats, and special interest clubs (hiking clubs, bird watching clubs, geology, etc.).

In fall and spring while the Park is open, focus on destination travelers seeking to visit the Park when it is less crowded. When the Park is closed, focus on nearby markets (Idaho, Montana, Utah) for weekend/mid-week getaways.

In winter, focus on affordable snowmobiling, XC skiing, and wildlife viewing for nearby markets (Idaho, Utah, Montana), and promote more upscale facilities and amenities to destination snowmobile markets like Spokane, Salt Lake, Minnesota, Boise, and California.

2. Increase sales/occupancies in fall (Oct, Nov) and spring (March, April, May): Agree on 3-4 priority niche markets as described above, and focus marketing efforts

to reach them via cost effective press releases, newsletter articles, web links/banner ads, direct sales calls, media fam tours, advertising, promotion materials, cross-marketing, etc.

Enhance funding by developing a strategy for each niche market, then asking businesses to contribute to a pooled marketing fund to implement the strategy, noting that significant results are likely to require 18-36 months of strategic, multi-faceted marketing with consistent messages.

Ask businesses to track sales trends for three years, and report changes in off-peak seasons and interests of customers in response to marketing program. Consider frequent stay coupons/programs to track repeat visitation.

3. Lengthen guest stays: Include suggested multi-day itineraries and packages (with catchy names) in

promotion efforts. Distribute wildlife viewing guide, trail maps, scenic byway tour materials, dining and

shopping guide, guided tours and adventures brochure, etc., in hotels, restaurants, retail shops, service stations, visitor centers/kiosks, etc., in order to entice visitors to extend their stays. Make materials available online for downloading from web sites.


4. Develop identity as a destination (not Park): Determine which of the niche market segments prefer the uncrowded, more

affordable option of the Fremont County-West Yellowstone experience, and use messaging to highlight the benefits of the area to those markets.

Use the opportunity of the National Geographic Geotourism MapGuide project to develop identity linkages to Yellowstone Park (the major attraction), as well as themes that might represent a unique identity for the area.

Evaluate the feasibility/desirability of creating a name/brand for the region west of Yellowstone Park, noting that the brand should be based on customer perceptions and experiences of the area, not on geopolitical names or boundaries such as counties, states, cities, etc. This process can easily become bogged down and distract from more important marketing efforts, so it is recommended to proceed with caution.

5. 3-state fishing and snowmobiling licenses (14-day): Work with the Yellowstone Business Partnership, Idaho Dept. of Parks & Recreation,

Idaho Fish & Game, Montana Fish, Wildlife & Parks, Wyoming State Parks & Cultural Resources, and Wyoming Game & Fish to identify opportunities and barriers to multi-state licenses, and work to create them.

Explore opportunities for both online and local sales of 3-state licenses.

6. Enhance and link web sites: Organize web site information by activity, and include sample itineraries (with basic

maps) for ½ to 5-day stays based on interests, customer type, kids ages, etc. (couple, family, adventure, etc.).

Include downloadable fliers or brochures for easy access to information Work with yellowstonepark.com to include Fremont County-West Yellowstone

information wherever possible (i.e., hiking trails outside the park), and provide links to area businesses.

Market web sites effectively and aggressively with metatags, links, search engine registrations, etc.

7. Implement effective advertising/PR efforts, consistency of messages: Leverage dollars to increase publicity and advertising reach: organizations who

responded to the survey spend $600,000-$1+ million annually. Just 10% contributed to a marketing pool for a highly targeted campaign (such as links on yellowstonepark.com and niche activity web sites, ads on National Public Radio in Salt Lake and Boise, etc.) would provide $60,000-$100,000 to supplement lodging tax funds.

Use consistent themes, images, and messages across web sites, brochures, visitor guides, ads, etc. Multiple logos and images create information clutter and are ineffective.

Leverage the traffic generated by Yellowstonepark.com, and their listings of areas/activities outside the Park to generate traffic. Partner with them to increase information about Fremont County-West Yellowstone area attractions and activities.

8. Create vacation packages, central reservations?: Work with local businesses and outfitters to create packages and cooperate to book

them, or work through a booking service such as InIdaho.com or others. Promote packages to group tour companies, clubs, church groups, and others,

focusing on off-peak season. Evaluate potential partnerships for central reservations.

9. Improve promotion materials: Create a simple (and inexpensive) dining/shopping guide with a map, open

days/hours, etc., and distribute to all tourist-oriented businesses.


Organize visitor guides and other information based on activities and logical travel corridors for visitors; ensure that maps and information are cross-referenced in a user-friendly manner, and coincide with web site information.

Where possible, consolidate information to reduce brochure clutter and printing costs, and make materials available online to download

10. Track results and return on investment: Use quantitative measure like lodging sales and visitation by month to track results of

marketing efforts. Track inquiries by capturing as much information as possible from callers and web

site visitors. Use a brief online survey to determine visitor needs and preferences (reference the

yellowstonepark.com online survey). Strengthen Partnerships to Leverage Resources and Implement Strategies 1. Improve communication/cooperation between communities:

Schedule semi-annual roundtable meetings (spring and fall) to discuss and review successes and opportunities. Promote the meetings to all stakeholders, and vary locations to encourage participation.

Emphasize a regional approach, looking at the area through the eyes of a visitor who is unfamiliar with (and uninterested in) county, city, and state boundaries. Look at connections between attractions, activities, events, and amenities based on target niche segments and the types of things that interest them.

Explore opportunities for enhanced product development and promotion efforts.

2. Expand tourism support services: a. Regional transit system:

Work with the Yellowstone Business Partnership and ITD on the regional transportation project.

b. Year-round air service at West Yellowstone airport: Promote air service to local residents and visitors, and to potential visitors

via web sites and visitor materials. Seek to obtain year-round service, which will result in significant increases in federal funding for airport improvements.

c. Customer service training: Identify criteria important to all regional tourism employers, and engage

trainers to conduct semi-annual training sessions, with certificates of completion, in order to develop a regional pool of qualified, retail-focused workers.

Use lodging tax funds to share costs with local businesses and organizations.

d. Community infrastructure (water, sewer, wi-fi, streets, etc.): Seek grants, and funding from resort tax or urban renewal district

designations as appropriate, to improve tourism-related infrastructure. Work with businesses and Internet providers to increase access for

travelers (wi-fi hot spots, etc.). e. Affordable housing

Contact USDA, HUD, and regional housing organizations about loan/grant opportunities for affordable housing development.

Evaluate opportunities for upper story downtown housing, housing incentives for developers, etc.


3. Foster relationships with local government for infrastructure, tourism development support, protection of product/character:

Send business owners as representatives to meet with elected officials and discuss priority tourism projects and strategies, and the rationale behind them.

Seek support for specific projects, and discuss elected official perspectives on key priorities.

As needed, demonstrate support of tourism and recreation organizations for specific initiatives and actions taken by elected officials that support or complement tourism efforts.

4. Develop links to regional tourism efforts (Yellowstone Business Partnership, Top 10 Scenic Drives, National Geographic MapGuide):

Encourage tourism business owners and/or chamber members to attend the Idaho and Montana Governor’s Conferences on Tourism. The 2008 Montana conference is April 17-18 in West Yellowstone, and the Idaho conference is May 7-8 in Pocatello.

Assign/appoint one (or more) individuals from the area to actively participate in the Top 10 Scenic Drives Steering Committee, the YBP Board, and the National Geographic MapGuide Steering Committee. Ask those individuals to provide email updates to other partners, and to report at the semi-annual tourism stakeholder meetings.

5. Increase funding for tourism development and promotion: Consider a resort tax for Island Park visitors to increase funding available for tourism

promotion and mitigation of tourism impacts on city services. Consider designation of urban renewal areas where private developers are

interested in making improvements, in order to generate increased funds (from the increase in property assessments) for infrastructure improvements.

Work with area businesses to pool funds for specific marketing strategies focused on key niche markets.

Think ‘regionally’ to identify potential corporate sponsors for events (new or existing) and other tourism promotion efforts (i.e. Les Schwab Tires, Polaris, Pepsi, etc.).

Develop regional sponsorship programs with various levels of monetary support. Seek grants from National Scenic Byway, USFS or NPS Challenge Cost Share

funds, foundations, and other sources for tourism-related development and promotion projects.


Appendix A: Online Survey Questions

Invitation Email to Survey Participants (with Link) SUBJECT: Tourism in Fremont County/West Yellowstone We need your input!! Please help determine tourism marketing and development priorities for the Fremont County/West Yellowstone area! The Fremont County Economic Development Council is sponsoring an online survey and a January 10 workshop in Island Park to evaluate joint tourism opportunities, and to determine tourism marketing priorities for 2008 and beyond. The survey is being conducted by an independent research firm and all results will be strictly confidential. The survey takes about 15 minutes to complete, and your participation is critical to its success. (Note: if you are not the appropriate person in your organization to answer this survey, please forward this email to the correct person.) Click on the following link to access the survey: [SurveyLink] Please complete the survey as soon as possible. The link will remain open only until 5:00 p.m. on Monday, January 7. Thank you for your time and your input! The survey results will be presented at the Tourism Strategy Workshop on Thursday, January 10, at the Island Park Village Resort. The workshop begins at 10:00 a.m., concludes by 3:00 p.m., and includes lunch. For more information, and to register for the workshop, contact Cathy Koon at 208-624-1548 or [email protected]. If you have questions about the survey, contact Lorraine Roach or Anna Holden, [email protected] or (208)983-2175.

ON-LINE SURVEY – SCREEN #1 INTRODUCTION Thank you for taking a few minutes to complete this survey about tourism marketing and development in the Fremont County/West Yellowstone area. INSTRUCTIONS For each question, use your mouse to click the response(s) that BEST reflects your situation or opinion. Click "Next Page" to start the survey. If you need to leave the survey at any time, click "Exit this survey". To re-enter the survey and continue where you left off, use the same survey link that you used earlier. If you have questions, or need further information, contact Lorraine Roach or Anna Holden, [email protected] or (208)983-2175.


Organization Information Q1a. Which of the following BEST describes you or your organization? (The option you choose describes your role for the purposes of answering the questions on this survey.) A. BUSINESS: Private for-profit business or corporation.

SKIPS TO Q1b1 B. NON-PROFIT ORGANIZATION: Private non-profit/charitable organization, including tourism organization, chamber of commerce, trade association, economic development, cultural/historical/arts attraction, council, or society, recreation-related organization/club, festival/event, civic club, conservation/wildlife organization, youth/family, religious, health or education-related, etc.

SKIPS TO Q1b2 C. PUBLIC/GOVERNMENT - LOCAL: City or county government elected official, operations or administrative management/staff, or recreation district, road district, school district, hospital, etc.

SKIPS TO Q1b3 D. PUBLIC/GOVERNMENT - STATE: State agency, policy, administration, or program/facilities management (including state elected/appointed official, operations or agency staff)

SKIPS TO Q1b4 E. PUBLIC/GOVERNMENT - FEDERAL: federal agency, policy, administration, or program/facilities management (including federal elected/appointed official, operations or agency staff)

SKIPS TO Q1b5

F. OTHER (interested citizen, retiree, other not listed):__________________________ SKIPS TO Q2

Q1b1. Which of the following describes you or your organization? (Choose all that apply.) BUSINESS (FOR-PROFIT):

a. Lodging: hotel/motel, resort, guest ranch, RV Park, campground, B&B, vacation rental b. Food & Beverage: restaurant, bar, espresso stand, catering, etc. c. Outfitter/Guide, Guided Tour/Activity: fishing, hunting, trail rides, snowmobiling, interpretive

tour, ATV, cross-country ski/snowshoe, bicycle, hiking, kayaking, canoeing, rafting, etc. d. Amusement, Entertainment, Sports: recreation equipment/ATV/snowmobile/boat rental,

ski/golf resort, spa/hot spring, theme park, theater, arcade, casino, sports facility, etc. e. Retail Shopping: gifts, gallery/studio, artisan/craftsman, sport/tackle shop, shopping center,

home furnishings, apparel, gas station/convenience store, auto sales/parts-related, etc. f. Transportation or Travel Marketing/Reservations Service: car rental, shuttle service, airline,

rail service, travel agent, tour operator, etc. g. Media, Communications, Utilities: advertising, print/broadcast media, printing,

Internet/telecom, electric utility h. Real Estate, Finance, Insurance: property sales, title/escrow bank, land development, credit

union, mortgage, investment services i. Business & Professional Services: consulting, accounting, legal, scientific, education/training j. Contracting or Construction: building contractor, building materials/supply, etc. k. Personal Services, Health Care, Veterinary: for-profit medical practice, fitness, photography,

wedding, dry cleaning, hair care, message, funeral home l. Manufacturing, Wholesale/Distribution, Ag/Ranching, Forestry: production ag, food

production/processing, winery, distributor, wood products, etc. m. Other (Specify):____________

SKIPS TO Q2


Q1b2. Which of the following describes you or your organization? (Choose all that apply.) NON-PROFIT (NON-GOVERNMENT):

a. Festival or Event: arts event, festival, historical reenactment, sports event/competition b. Cultural or Historical Attraction/Organization: museum, gallery, interpretive/cultural/nature center, arts commission, historical society, music group, etc. c. Recreation-Related Organization or Club: sportsmens’, motorized recreation, non-motorized recreation, aviation, backcountry horsemen, search & rescue, etc. d. Tourism Organization: regional tourism organization, convention & visitor bureau, visitor/interpretive center, etc. e. Conservation Organization or Foundation: wildlife, nature/parks, land/growth management f. Business or Economic Development organization: chamber of commerce, economic development council/corporation, trade association, etc. g. Civic or Social Services Organization or Club: community services, children/families, religion, health care, education, private foundation, etc. h. Other (Specify):___________

SKIPS TO Q2 Q1b3. Which of the following describes you or your organization? (Choose all that apply.) PUBLIC/GOVERNMENT– LOCAL:

a. Local government with tourist-oriented services or facilities: city, county, parks & recreation, public works, recreation district, road/highway district

b. Local government – other: hospital district, school district, housing authority, urban renewal agency, etc.

c. Other (specify)_____________ SKIPS TO Q2

Q1b4. Which of the following describes you or your organization? (Choose all that apply.) PUBLIC/GOVERNMENT– STATE:

a. State government agency with public lands, recreation facilities, transportation, or wildlife/game management responsibilities

b. State agency: commerce, labor, tourism, arts, history c. State agency – other: education, health care, housing, social services, etc. d. Other (Specify)____________

SKIPS TO Q2 Q1b5. Which of the following describes you or your organization? (Choose all that apply.) PUBLIC/GOVERNMENT– FEDERAL:

a. Federal government agency with public lands, recreation facilities, transportation, or wildlife/game management responsibilities

b. Federal agency – other: agriculture, housing, education, health care, social services, rural development, etc.

c. Other (specify)___________ Q2. Where is your business, attraction, or area of management responsibility located? (Choose all that apply if multiple locations.)

a. Island Park area b. West Yellowstone area c. Ashton area d. St. Anthony area e. Other:______________


Q3a. In which month(s) of the year would you like to see more tourism activity in the Fremont County/West Yellowstone area? (mark all that apply) __January __February __March __April

__May __June __July __August

__September __October __November __December __None of the above

Q3b. Of the months you marked above, which month(s) is/are the highest priority? (list up to three months) Q4. How important or unimportant do you think it is to promote each of the following tourist activities in Fremont County/West Yellowstone? Please use a scale of 1 to 5 where 1=Not At All Important and 5=Very Important. Very Imp Not Imp Scenic driving and loop tours 5 4 3 2 1 Fishing Hunting - big game Hunting - bird Snowmobiling Cross-country skiing Artisans/craftsmen tours Historic and cultural tours Golf Community festivals/events Hiking/backpacking Road biking/mountain biking Horseback riding/pack trips Photography tours Wildlife viewing, bird watching Farm/ranch tours ATV/Four-wheel trips

Camping/RVing Kid-friendly activities

Q5. What other tourist activities not mentioned above should be promoted? Imagine that you are a tourist from out of state, arriving in the Fremont County/West Yellowstone area for the first time. Please answer questions 6 and 7 from the perspective of a first-time visitor. Q6. How would you rate the first impression of a visitor about the following?:

Outstanding Poor No opinion General appearance/scenery of the area 5 4 3 2 1 0 Attractiveness of community entrances Directional signs to key attractions/services Availability of visitor information Visibility of free public parking Appearance of tourist-oriented businesses Appearance of key attractions General appeal of downtown business district


Q7. How would you rate the quality of the following tourist-oriented services?: Outstanding Poor No opinion

Lodging (hotels, B&Bs, vacation rentals) 5 4 3 2 1 0 RV parks/campgrounds Restaurants – fine dining Restaurants – family dining Outfitted/guided services Retail shopping Knowledge/service skills of front-line employees State park facilities National park facilities Customer service at state park Customer service at national park Q8. Do you have additional comments about the first impressions of visitors, or the quality of facilities and services they receive in Fremont County/West Yellowstone? Q9. In your opinion, what are the greatest opportunities to generate more tourism in Fremont County/West Yellowstone? Q10. What are the greatest challenges to additional tourism development? Q11. What types of additional businesses, facilities, and/or services are needed to better serve visitors to Fremont County/West Yellowstone? Q12. Is your organization or business one that directly serves tourists (i.e., do tourists buy products or services directly from you, or do they visit your facility, site, land, park, or event)? Yes (continues with Q13) No (SKIPS TO Q19) The next few questions ask about tourism business/visitation trends. The results will be kept strictly confidential and reported only in aggregate with the answers of other respondents. Q13. How has tourism sales/visitation changed for your organization over the past 3 years?

Substantial increase (20%+) Some increase (10-20%) About the same (less than 10% higher/lower) Some decrease (-10%-20%) Substantial decrease (-20%) Not applicable

Q14a. Does your business or attraction stay open year-round? Yes (SKIPS TO Q15) No Q14b. Would your business or attraction stay open in off-peak seasons if enough traveler

visitation were generated? Yes, we would open in other seasons if enough visitation were generated No, even with increased visitation we would/could not consider opening in other seasons


Q14c. If no, would you share “why,” listing one to three considerations? Q15a. Does your organization hire seasonal employees, or use seasonal volunteers? Yes No (SKIPS TO Q16) Q15b. What types of seasonal employees or volunteers does your organization employ? (Check all that apply.) Summer Fall Winter Spring None a. Local high school students b. College students c. Teachers d. Retirees or semi-retired e. Other U.S. residents f. Foreign nationals (non-U.S. residents/guest workers) e. Not Sure Q15c. Does your organization have difficulty finding or retaining seasonal employees or volunteers for any of the following reasons? Yes No Not Applicable a. High school calendar year (start/end dates of classes) b. College/university calendar year (start/end dates of classes) c. Lack of qualified workers or volunteers d. Availability of affordable housing for seasonal workers e. Immigration delays/restrictions for foreign guest workers f. Work ethic of workforce g. Substance abuse issues with workforce h. Other (specify):_______________ Q15d. What is the MOST IMPORTANT ACTION that should be taken to address seasonal workforce challenges? Q16. Approximately how much does your business or organization spend annually on marketing and advertising to attract customers/visitors (web site, Internet/visitor guide listings or ads, magazine/newspaper/radio/TV ads, yellow pages, brochures, franchise/booking fees, etc.)? Note: Your answer will be kept strictly confidential.

1. $0 - $999 2. $1,000 - $4,999 3. $5,000 - $7,499 4. $7,500 - $9,999 5. $10,000 - $24,999 6. $25,000 - $49,999 7. $50,000 - $74,999 8. $75,000 - $99,999 9. $100,000 - $249,999 10. $250,000 - $499,999 11. $500,000 or more 12. Not Applicable / Not Sure


Q17. From which geographic market areas do the majority your customers/visitors originate? Please list the top 3-5 cities or states of origin. Q18. What other geographic markets not mentioned above should be top priority targets for Fremont County/West Yellowstone promotions? Q19. What types of marketing and promotion strategies should be undertaken to increase tourism in Fremont County/West Yellowstone? Please indicate how much you agree or disagree with the following statement.

Q20. My local government is cooperative and supportive of business and tourism development. Strongly Strongly Disagree Agree

1 2 3 4 5 Q21. Do you have any other comments, concerns, or suggestions regarding tourism business development and marketing in Fremont County/West Yellowstone? Q22. Optional: Contact Information (Your identity will be kept strictly confidential.)

Organization Name Contact Person Address City State Zip Code Daytime Phone E-mail

You have completed the survey. THANK YOU for your time and insights!

Please join us for the Tourism Strategy Workshop on Thursday, January 10, to hear the survey results, and determine priorities for tourism development.

The workshop will be held at: Island Park Village Resort, 10:00 a.m. to 3:00 p.m. The registration fee of $15 covers lunch, coffee, snacks, and handouts.

For more information about the workshop, and to register, contact Cathy Koon at

Fremont County Economic Development, (208) 624-1548, or [email protected].

Appendix B: Tourism Survey Results 1

Fremont County & West Yellowstone

Tourism SurveyKey Findings

Tourism Strategy Workshop – January 10, 2008

MethodologyFremont County Economic Development Council sponsored survey to evaluate joint tourism opportunities, determine marketing prioritiesSurvey was web-based, invitation and survey link were e-mailed to Island Park, Ashton, St. Anthony, and W. Yellowstone Chamber membersSurvey was available January 2-7, 2008This report is based on 65 completed surveys


Respondent Organization Type

Business76%

Non-Profit15%

State govt3%Local govt

6%

n=65


Business Sub-sectors34.7%

22.4%

16.3%

16.3%

16.3%

10.2%

8.2%

8.2%

6.1%

6.1%

4.1%

4.1%

2.0%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Lodging

Retail

F&B

Entertain't

FIRE

Media/Util

Construct'n

Psnl Svcs

Outfitter/Tour

Biz/Prof'l Svcs

Transp/Reserv'ns

Mfrg/Whls/Ag

Othern=49


Non-Profit Sub-sectors50%

50%

30%

20%

20%

10%

10%

0% 10% 20% 30% 40% 50% 60%

Cultural/Hist Attn

Biz/E.D. Org'n

Festival/Event

Tourism Org'n

Conservation Org'n

Rec'n Org or Club

Civic/Service Org'n

n=10


Govt. Sub-sectors4 Local Gov’t respondents, 3 of whom were with tourist-oriented services or facilities2 State Gov’t respondents, 1 in the public lands/rec facilities/game mgmt. category and 1 in the commerce/labor/arts/history categoryNo federal government respondents to the survey



Respondent Locations23.1%

40.0%

12.3%

7.7%

12.3%

4.6%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Island Park

W. Yellowstone

Ashton

St. Anthony


Other

n=65Tourism Strategy Workshop – January 10, 2008

Organization Type By Location

Most respondents were from the business sector.All areas were represented, with Island Park and W.Y’stone having more respondents than other areas.

Island Park

WestY'stone Ashton

St. Anthony Other Multiple Total

Row % 29% 35% 12% 8% 2% 14%Column % 93% 65% 75% 80% 33% 88%Row % 10% 60% 20% 10% 0% 0%Column % 7% 23% 25% 20% 0% 0%Row % 0% 50% 0% 0% 25% 25%Column % 0% 8% 0% 0% 33% 13%Row % 0% 50% 0% 0% 50% 0%Column % 0% 4% 0% 0% 33% 0%

Total 15 26 8 5 3 8 65

Business

Non-Profit Organization

Public/Govt, Local

Public/Govt, State

49

10

4

2


Directly Serve Tourists?Respondents were asked if their organization directly serves tourists.Distribution across organization types is similar among those who directly serve tourists and those who do not.

n=62

Directly Serve

Tourists

Don't Serve

TouristsBusiness 79% 67%Non-Profit 13% 11%Local Govt 6% 11%State Govt 2% 11%Total 53 9


Serve Tourists? by Location

n=62

Directly Serve

Tourists

Don't Serve

TouristsIsland Park 26% 11%W. Yellowstone 43% 0%Ashton 11% 22%St. Anthony 6% 22%Other 2% 22%Multiple 11% 22%Total 53 9


Sales/Visitation by Sector

Overall, tourism organizations in Fremont County/West Yellowstone have seen increases over the past 3 years.

BizNon-Profit

LocalGov't

StateGov't Total

Substantial increase: 20% or more 14 2 1 0 17Some increase: 10% to 20% 9 4 1 0 14About the same: < than 10% up/down 12 1 0 1 14Some decrease: -10 to -20% 2 0 0 0 2Substantial decrease: -20% or more 3 0 0 0 3Total 40 7 2 1 50


Sales/Visitation by LocationIsland Park

W.Y'stone Ashton

St. Anth'y Other Mult Total

Increase 20%+ 6 6 2 1 0 2 17Increase 10% - 20% 3 9 0 0 1 1 14About same: < than 10% 4 4 3 0 0 3 14Decrease -10 to -20% 0 1 0 1 0 0 2Decrease -20%+ 1 2 0 0 0 0 3Total 14 22 5 2 1 6 50



Open Year Round

Three-fourths of respondents who directly serve tourists (75%) stay open year-round.

n=53

OpenYear-

RoundNot

OpenBusiness 83% 69%Non-Profit 10% 23%Local Govt 8% 0%State Govt 0% 8%Total 40 13

n=53

OpenYear-

RoundNot

OpenIsland Park 25% 31%W. Y'stone 45% 39%Ashton 8% 23%St. Anthony 8% 0%Other 3% 0%Multiple 13% 8%Total 40 13


Open in Off-Peak if More Visitation

Weather is primary reason for off-peak closures (RV parks, golf, etc.)

n=12

WouldStayOpen

WouldNot

Business 4 4Non-Profit 3 0Local Govt 0 0State Govt 1 0Total 8 4

n=12

WouldStayOpen

WouldNot

Island Park 4 0W. Yellowstone 3 1Ashton 1 2St. Anthony 0 0Other 0 0Multiple 0 1Total 8 4


Hire Seasonal Employees?

The majority of respondents who directly serve tourists (73%) hire seasonal employees or volunteers.

Percent CountYes 73.1% 38No 26.9% 14Total 100.0% 52


Seasonal Employees, cont’d.

Organizations hire Retirees more than any other category of seasonal employees/volunteers.

n=38 Summer Fall Winter Spring TotalLocal H.S. students 16 0 1 1 18College students 23 2 2 2 29Teachers 7 0 0 0 7Retirees/semi-retired 23 15 7 11 56Other US residents 16 9 9 9 43Foreign nationals 9 4 4 3 20



Many organizations have difficulty finding and retaining seasonal employees and/or volunteers.

Yes, Difficulty

No Difficulty Count

High school calendar 15 7 22College/Univ calendar 21 7 28Lack qualified workers/volunteers 25 2 27Availability of affordable housing 28 1 29Immigration delays/restrictions 6 7 13Work ethic of workforce 21 7 28Substance abuse issues 10 10 20


Actions Needed to Address Seasonal Workforce Challenges

20 – Improved employee housing3 – Low price RV sites for workers3 - Better wages, benefits2 – Incentives to return next year

31 comments in total



Marketing/Advertising Spending

8%

47%

10%

8%

12%

0%

6%

6%

2%

0%

0% 10% 20% 30% 40% 50% 60%

$0 - $999

$1,000 - $4,999

$5,000 - $7,499

$7,500 - $9,999

$10,000 - $24,999

$25,000 - $49,999

$50,000 - $74,999

$75,000 - $99,999

$100,000 - $249,999

$250,000 or more


Annual Spending onMarketing/Advertising

Amount organization spends annually on marketing to attract customers/visitorsTotal minimum spent: $613,000Total maximum spent: $1,121,451Estimates are approximate: based on ranges, and only represent survey respondents


Months of Desired Increased Activity

60.3%55.6%

71.4%68.3%

73.0%

42.9%

33.3%38.1%

50.8%

66.7%71.4%

55.6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

n=63


Top Priority Months of Increased Activity

Table shows percents.

n=61First

PrioritySecond Priority

ThirdPriority Overall

January 9.8 1.8 5.5 16.4February 1.6 5.3 5.5 11.5March 4.9 7.0 10.9 21.3April 21.3 14.0 7.3 41.0May 13.1 15.8 7.3 34.4June 13.1 3.5 3.6 19.7July 6.6 5.3 5.5 16.4August 1.6 10.5 3.6 14.8September 8.2 7.0 7.3 21.3October 11.5 12.3 20.0 41.0November 8.2 10.5 18.2 34.4December 0.0 7.0 5.5 11.5Total 100.0 100.0 100.0 283.7


Existing Customer Markets?n=42 Count %Idaho 34 81%

Idaho Falls/E. Idaho 11Fremont County 4W. Yellowstone 1Boise 1

Utah 31 74%Salt Lake City/Wasatch Front 3Central to Northern 1

Montana 21 50%Billings 2Bozeman/Big Sky 1Madison Valley/SW MT 2

California 21 50%Washington 8 19%Minnesota 8 19% Tourism Strategy Workshop – January 10, 2008

Existing Markets, contd.Nevada 4 10%Wyoming 3 7%Arizona 2 5%Florida 2 5%North Dakota 2 5%Georgia 2 5%Texas 2 5%CO, WI, OR, SD, NY, NJ -1 ea 6 10%SW U.S. 1New England/East Coast 2Midwest 2Southern States 2

Asia 1 2%Europe 2 5%Canada 1 2%



Other Priority MarketsCount

Washington 4Oregon 3Utah/Salt Lake City 3California 2Texas 2Minnesota 2Arizona 2Wyoming 2Idaho/Boise 2Georgia 2Florida 1North Carolina 1South Carolina 1

STATES Respondents who directly serve tourists were asked what other geographic markets should be top priority for Fremont County/W.Yellowstone promotions.Answers varied with little consensus.


Other Priority Markets, contd.Georgia 1Colorado 1Dakotas 1Nevada 1Louisiana 1Montana 1

Eastern US 4Southern US 2New England 1Mid Atlantic 1Mid West 1

Asia/Japan/China 5Canada/Alberta 2Europe 2

Foreign Countries

US Regions


Priority Activities to PromoteScale: 1=Not At All Important, 5=Very Important.No significant differences by respondent location.

Mean CountFishing 4.56 61Camping, RVing 4.51 61Community festivals, events 4.46 63Kid-friendly activities 4.42 60Cross-country skiing 4.36 59Snowmobiling 4.34 61Horseback riding, pack trips 4.31 61Scenic driving and loop tours 4.30 63Hiking, backpacking 4.29 58Wildlife viewing, bird watching 4.23 60Photography tours 4.15 61Historic and cultural tours 4.13 60Road biking, mountain biking 3.98 61Artisans, craftsmen tours 3.69 58Hunting - big game 3.68 57ATV, Four-wheel trips 3.64 61Golf 3.45 60Hunting – bird 3.30 57Farm, ranch tours 2.91 57 Tourism Strategy Workshop – January 10, 2008

Q5: Other Tourist Activities to Promote6 - Rafting, Canoeing, Kayaking4 – Snowshoeing3 – Ice fishing 2 - Fall color tours2 – Just plain relaxingVolun-tourism, snowboarding, skiing, snow kiting, frisbee golf, waterskiing, honeymoons, shopping, wildflower photo tours21 comments in total


Visitor First Impression Ratings

Respondents rated visitors’ first impressions.Scale: 1=Poor, 5=OutstandingNo significant differences by respondent location.

Mean CountGeneral appearance, scenery of the area 4.06 63Appearance of key attractions 3.31 64Availability of visitor information 2.94 64Directional signs to key attractions, services 2.83 64Appearance of tourist-oriented businesses 2.79 63Visibility of free public parking 2.56 62Attractiveness of community entrances 2.39 64General appeal of downtown business district 2.36 64


Quality Ratings

Scale: 1=Poor, 5=OutstandingNo significant differences by respondent location.

Mean CountNational park facilities 4.13 61Outfitted, guided services 3.92 51Customer service at national park 3.74 61State park facilities 3.67 54Customer service at state park 3.63 52RV parks, campgrounds 3.63 62Lodging 3.34 64Restaurants – family dining 2.94 63Knowledge/service skills front-line emp. 2.57 61Restaurants – fine dining 2.42 60Retail shopping 2.22 63



Comments re. 1st Impressions19 – Clean up appearance of Island Park and Idaho approach to West Y entrances, storefronts, abandoned cars, vacant lots, and trashy homes/trailers7 – Train employees to be more friendly7 – Improve signage2 – Better tourist info on area attractions



Opportunities to Generate More Tourism

11 – Better regional communication and cooperative marketing8 – Cooperate on group tour & family activity options and promotion6 – Work on shoulder season activities5 - Support the Park and keep open in winter4 – Improve facilities and infrastructure2 – Better visitor info/IP Visitor Center2 – Improve appearances3 – Air service3 – Changes in government policies



Additional Businesses, Facilities, and Services Needed

14 – More & better restaurants6 – Improved & longer hours of medical facilities5 – More retail stores4 - Island Park Community Center3 – Improved air service3 – Another golf course2 – Employee housing8 – Various specialty activity venuesQuiet recreation trails44 comments in total


Greatest Challenges to Tourism Development

11 – Working together as communities7 – Getting to a year-round mindset and increasing shoulder season activities4 - Obtaining more positive attitudes by employees and residents3 – Controlling growth, preserving environment3 – Lack of basic infrastructure services3 – Trail restrictions52 comments in total


Cooperation of Local Govt.

“My local government is cooperative and supportive of business and tourism development.”Scale: 1=Strongly Disagree, 5=Strongly Agree.

Count Percent1=Strongly

Agree 6 10%2 13 22%3 19 32%4 13 22%

5=StronglyDisagree 8 14%

Total 59 100%

Mean CountBusiness 3.07 45Non-Profit 3.00 9Local Govt 3.00 4State Govt 4.00 1Total 3.07 59


Cooperation of Local Govt., cont’d

West Yellowstone respondents rated their agreement significantly higher (3.41) than St. Anthony respondents (1.60).This difference is significant at the p<.05 level.

Mean CountIsland Park 3.13 15W. Yellowstone 3.41 22Ashton 3.13 8St. Anthony 1.60 5Other 3.00 2Multiple 2.86 7Total 3.07 59



Suggested Marketing & Promotion Strategies

11 - Cooperative destination advertising campaigns with a unified theme7 - Improve & emphasize web sites2 - More & better signage2 – Promote shoulder seasons & year-roundDevelop vacation packages cooperativelyRegular campaigns in Utah



Other Comments3 - Build an alliance for cooperative marketing3 – We need more and better signage, espin Island Park3 – Local gov’t is difficult to work withCreate a central reservation system that can handle all lodging and toursNeed a K-3 school in Island ParkFocus on the assets we have26 comments in total


Summary of Key Issues: Product

Tourist servicesVisitor infoDiningShoppingGuided services

1st impressionsSignsParkingTrails Tourism Strategy Workshop – January 10, 2008

Summary of Key Issues: Promotion

TargetingOff-peak seasonsCooperative advertisingThings to do/seeWebMulti-state licenses/tagsBranding: niche of Fremont/W.Y. area


Summary of Key Issues: Partnerships

Better communication/cooperationSupport services:

TransportationHousingWorkforce recruitment/training

Relationships with local government for infrastructure, tourism development, etc.Linkages with regional efforts


For More InformationLorraine Hingston Roach, President

The Hingston Roach Group(208) 983-2175

[email protected]

Appendix C: Tourism Trends 1

Tourism TrendsNational Trends

Role of Scenic BywaysTourist Expectations


National Trends1/4 of Americans visit national parks1/5 visit national forestsHeritage/cultural travel fast-growing segment, interest in Indian culturesDowntown shopping districts preferred by more tourists (49%) than malls (27%) or dept. stores (26%)Niches are key: tailored to traveler


National TrendsHotel rates rising, particularly upscale

$97 national ADR, $177 upscale/luxury

Occupancy rate 64%Fastest growth: midscale limited service, and upscale/luxury2006 RV shipments highest since 1978: most are Boomers, but 35-54 fastest growing segment


National Trends

66 million wildlife watchers, spend $8 billion on travel478,000 people/year in ID

Activities in Idaho by US Residents

197,000

416,000

643,000

0

100,000

200,000300,000

400,000

500,000

600,000

700,000

hunting fishing viewing

Activity

Num

ber o

f par

ticip

ants

11,000 Americans turn 50 every daySpend most time, money on leisure travel

Volunteerism is at 25-year high Weak dollar driving international visits

Wild cards: fuel prices, security


National Trends1.7 million snowmobilers take average of 7.5 weekend trips, with 5 nights in hotel

Avg age 56; women are growing segment

Geotourists and eco-tourists seek sustainable destinations: want to learn about other places/cultures while preserving their character and integrity


GeotourismSustains or enhances the geographical character of the place being visited: environment, culture, aesthetics, heritage, and well being of residentsFocuses not just on “tourist satisfaction,” but on “tourist enthusiasm”Emphasizes the distinctiveness of locale, beneficial to visitor and resident alikeFocuses on market selectivity: “high yield”segments (“geo-tourists” vs. “ego-tourists”)Evaluates based on quality instead of quantity(high value tourists versus “body counts”)



Western U.S. TrendsPopulation of Interior West 400,000 from 2000 to 2005

MT grew by 33,475, will grow another 33,000 by 2010; ID growing fasterCalifornia lost 300,000 people in 2006 Newcomers seek quality of life, outdoor recreation, 2nd/retirement homesMost are age 40-50400,000 private pilots w/in 4 hr flight of MT


Fremont County TrendsVisitor spending 2000 to 2004 nearly doubled: from $7.13 to $14.2 millionLodging sales increased by $2+ million:

January - October, 2004 - 2007Source: Idaho State Tax Commission

$3,996,696 $4,155,849

$5,103,287

$6,145,529

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

2004 2005 2006 2007


Fremont County SeasonalitySeasonality of Fremont County Lodging Sales

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Janu

ary

February

March AprilMay

June Ju

ly

August

Septembe

r

Octobe

r

Novembe

r

Decembe

r

1997199819992000200120022003200420052006


W. Yellowstone TrendsWest Yellowstone Lodging Trends 2002-2007

0

50000100000

150000200000

250000

300000350000

400000450000

500000

Q1 Q2 Q3 Q4

200220032004200520062007

Travel InfluencersHow Do Travelers Decide?


Why Travel There?Most important to American travelers when choosing a destination:

Safety 89%Scenic beauty 86%Good weather 86%Lots to see/do 85%Food/dining 80%Easy to get to 79%Good hotels 79%Quiet/relaxing 77%

Exciting 77%Interest’g culture 69%Historical assets 62%Good beaches 58%Museums 48%Nightlife 48%Shopping 44%Good for kids 38%

Source: Destination Analysts, The State of the American Traveler



How Far for Weekend Getaways?

Distance Will Travel for Weekend Getaway(Miles one-way)

< 100, 7.5%

100-250, 53.6%

251-500, 23.8%

500-1000, 5.2%>1000, 3.7%

N/R, 6.2%

Source: Destination Analysts Tourism Strategy Workshop – January 10, 2008

What Do Tourists Want?Boomers seek value (but not cheap)Travelers seeking “authentic” American experience (not “Generica”)Service is top priority80% of adult travelers include an historic or cultural activity on their tripWomen plan family trips: need time-saving travel planning, short cuts to planning for kids’ activities by age group

Source: Destination Analysts


What Motivates Travelers?Relaxation 40%Time w/ family 37%Escape daily routine 33%Time w/ spouse/partnr 32%Visit unfamiliar places 26%Excitement/adventure 19%Enjoy food/dining 14%Visit familiar place(s) 11%

Events/festivals 9%Good for my kids 8%Shopping 7%Outdoor activities 7%Personal growth/dev’t 6%Romance 5%Theater/arts 2%Wineries 2%


The Role of Scenic BywaysIf travelers seek scenery and authenticity, then development along byways must preserve the sense of place and local characterBig box and chain stores are “Anywhere, USA”

If the destination looks just like home, why go?

Tacky Tourist

Trap


Scenic Byways as ProductsThe viewshed is a key component of the scenic byway’s brand: if the “scenic” in scenic byway is lost, so is the brand


Scenic Byways as ProductsHigh rise development is inappropriate in rural areasNew development should be consistent with a 100-year (or 1,000-year) Business Plan: designed to sustain and enhance the character of the place, not detract from itBuilding height limits, setbacks, green space, and design guidelines ensure that new development is a source of community pride, rather than future blight

- National Geographic Institute for Sustainable Tourism Development



Scenic Byways as ProductsReduce sign clutter, while providing ways to promote business and traveler services…


Use Byways to Highlight…Local history and cultureHistoric DowntownsSpecific activities or a set of attractions with a common themeLocal artisans and

craftsmen


Have a Wayfinding SystemDirectional and interpretive signsVisitor centers (although less than 10% of travelers stop at VICs) –VICs and interpretive centers are diversions, not the main attractionPrinted materials (map, brochure, guide)Web site, pod castsAudio tour, TIS broadcasts, MP3 files


Scenic Byways as ProductsEnsure that basic traveler services are available…



[email protected]


Fremont County & West Yellowstone

Tourism SurveyKey Findings


MethodologyFremont County Economic Development Council sponsored survey to evaluate joint tourism opportunities, determine marketing prioritiesSurvey was web-based, invitation and survey link were e-mailed to Island Park, Ashton, St. Anthony, and W. Yellowstone Chamber membersSurvey was available January 2-7, 2008This report is based on 65 completed surveys


Respondent Organization Type

Business76%

Non-Profit15%

State govt3%Local govt

6%

n=65


Business Sub-sectors34.7%

22.4%

16.3%

16.3%

16.3%

10.2%

8.2%

8.2%

6.1%

6.1%

4.1%

4.1%

2.0%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Lodging

Retail

F&B

Entertain't

FIRE

Media/Util

Construct'n

Psnl Svcs

Outfitter/Tour

Biz/Prof'l Svcs

Transp/Reserv'ns

Mfrg/Whls/Ag

Othern=49


Non-Profit Sub-sectors50%

50%

30%

20%

20%

10%

10%

0% 10% 20% 30% 40% 50% 60%

Cultural/Hist Attn

Biz/E.D. Org'n

Festival/Event

Tourism Org'n

Conservation Org'n

Rec'n Org or Club

Civic/Service Org'n

n=10


Govt. Sub-sectors4 Local Gov’t respondents, 3 of whom were with tourist-oriented services or facilities2 State Gov’t respondents, 1 in the public lands/rec facilities/game mgmt. category and 1 in the commerce/labor/arts/history categoryNo federal government respondents to the survey



Respondent Locations23.1%

40.0%

12.3%

7.7%

12.3%

4.6%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Island Park

W. Yellowstone

Ashton

St. Anthony


Other

n=65Tourism Strategy Workshop – January 10, 2008

Organization Type By Location

Most respondents were from the business sector.All areas were represented, with Island Park and W.Y’stone having more respondents than other areas.

Island Park

WestY'stone Ashton

St. Anthony Other Multiple Total

Row % 29% 35% 12% 8% 2% 14%Column % 93% 65% 75% 80% 33% 88%Row % 10% 60% 20% 10% 0% 0%Column % 7% 23% 25% 20% 0% 0%Row % 0% 50% 0% 0% 25% 25%Column % 0% 8% 0% 0% 33% 13%Row % 0% 50% 0% 0% 50% 0%Column % 0% 4% 0% 0% 33% 0%

Total 15 26 8 5 3 8 65

Business

Non-Profit Organization

Public/Govt, Local

Public/Govt, State

49

10

4

2


Directly Serve Tourists?Respondents were asked if their organization directly serves tourists.Distribution across organization types is similar among those who directly serve tourists and those who do not.

n=62

Directly Serve

Tourists

Don't Serve

TouristsBusiness 79% 67%Non-Profit 13% 11%Local Govt 6% 11%State Govt 2% 11%Total 53 9


Serve Tourists? by Location

n=62

Directly Serve

Tourists

Don't Serve

TouristsIsland Park 26% 11%W. Yellowstone 43% 0%Ashton 11% 22%St. Anthony 6% 22%Other 2% 22%Multiple 11% 22%Total 53 9


Sales/Visitation by Sector

Overall, tourism organizations in Fremont County/West Yellowstone have seen increases over the past 3 years.

BizNon-Profit

LocalGov't

StateGov't Total

Substantial increase: 20% or more 14 2 1 0 17Some increase: 10% to 20% 9 4 1 0 14About the same: < than 10% up/down 12 1 0 1 14Some decrease: -10 to -20% 2 0 0 0 2Substantial decrease: -20% or more 3 0 0 0 3Total 40 7 2 1 50


Sales/Visitation by LocationIsland Park

W.Y'stone Ashton

St. Anth'y Other Mult Total

Increase 20%+ 6 6 2 1 0 2 17Increase 10% - 20% 3 9 0 0 1 1 14About same: < than 10% 4 4 3 0 0 3 14Decrease -10 to -20% 0 1 0 1 0 0 2Decrease -20%+ 1 2 0 0 0 0 3Total 14 22 5 2 1 6 50



Open Year Round

Three-fourths of respondents who directly serve tourists (75%) stay open year-round.

n=53

OpenYear-

RoundNot

OpenBusiness 83% 69%Non-Profit 10% 23%Local Govt 8% 0%State Govt 0% 8%Total 40 13

n=53

OpenYear-

RoundNot

OpenIsland Park 25% 31%W. Y'stone 45% 39%Ashton 8% 23%St. Anthony 8% 0%Other 3% 0%Multiple 13% 8%Total 40 13


Open in Off-Peak if More Visitation

Weather is primary reason for off-peak closures (RV parks, golf, etc.)

n=12

WouldStayOpen

WouldNot

Business 4 4Non-Profit 3 0Local Govt 0 0State Govt 1 0Total 8 4

n=12

WouldStayOpen

WouldNot

Island Park 4 0W. Yellowstone 3 1Ashton 1 2St. Anthony 0 0Other 0 0Multiple 0 1Total 8 4


Hire Seasonal Employees?

The majority of respondents who directly serve tourists (73%) hire seasonal employees or volunteers.

Percent CountYes 73.1% 38No 26.9% 14Total 100.0% 52



Organizations hire Retirees more than any other category of seasonal employees/volunteers.

n=38 Summer Fall Winter Spring TotalLocal H.S. students 16 0 1 1 18College students 23 2 2 2 29Teachers 7 0 0 0 7Retirees/semi-retired 23 15 7 11 56Other US residents 16 9 9 9 43Foreign nationals 9 4 4 3 20



Many organizations have difficulty finding and retaining seasonal employees and/or volunteers.

Yes, Difficulty

No Difficulty Count

High school calendar 15 7 22College/Univ calendar 21 7 28Lack qualified workers/volunteers 25 2 27Availability of affordable housing 28 1 29Immigration delays/restrictions 6 7 13Work ethic of workforce 21 7 28Substance abuse issues 10 10 20


Actions Needed to Address Seasonal Workforce Challenges

20 – Improved employee housing3 – Low price RV sites for workers3 - Better wages, benefits2 – Incentives to return next year




Marketing/Advertising Spending

8%

47%

10%

8%

12%

0%

6%

6%

2%

0%

0% 10% 20% 30% 40% 50% 60%

$0 - $999

$1,000 - $4,999

$5,000 - $7,499

$7,500 - $9,999

$10,000 - $24,999

$25,000 - $49,999

$50,000 - $74,999

$75,000 - $99,999

$100,000 - $249,999

$250,000 or more


Annual Spending onMarketing/Advertising

Amount organization spends annually on marketing to attract customers/visitorsTotal minimum spent: $613,000Total maximum spent: $1,121,451Estimates are approximate: based on ranges, and only represent survey respondents


Months of Desired Increased Activity

60.3%55.6%

71.4%68.3%

73.0%

42.9%

33.3%38.1%

50.8%

66.7%71.4%

55.6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

n=63


Top Priority Months of Increased Activity

Table shows percents.

n=61First

PrioritySecond Priority

ThirdPriority Overall

January 9.8 1.8 5.5 16.4February 1.6 5.3 5.5 11.5March 4.9 7.0 10.9 21.3April 21.3 14.0 7.3 41.0May 13.1 15.8 7.3 34.4June 13.1 3.5 3.6 19.7July 6.6 5.3 5.5 16.4August 1.6 10.5 3.6 14.8September 8.2 7.0 7.3 21.3October 11.5 12.3 20.0 41.0November 8.2 10.5 18.2 34.4December 0.0 7.0 5.5 11.5Total 100.0 100.0 100.0 283.7


Existing Customer Markets?n=42 Count %Idaho 34 81%

Idaho Falls/E. Idaho 11Fremont County 4W. Yellowstone 1Boise 1

Utah 31 74%Salt Lake City/Wasatch Front 3Central to Northern 1

Montana 21 50%Billings 2Bozeman/Big Sky 1Madison Valley/SW MT 2

California 21 50%Washington 8 19%Minnesota 8 19% Tourism Strategy Workshop – January 10, 2008

Existing Markets, contd.Nevada 4 10%Wyoming 3 7%Arizona 2 5%Florida 2 5%North Dakota 2 5%Georgia 2 5%Texas 2 5%CO, WI, OR, SD, NY, NJ -1 ea 6 10%SW U.S. 1New England/East Coast 2Midwest 2Southern States 2

Asia 1 2%Europe 2 5%Canada 1 2%



Other Priority MarketsCount

Washington 4Oregon 3Utah/Salt Lake City 3California 2Texas 2Minnesota 2Arizona 2Wyoming 2Idaho/Boise 2Georgia 2Florida 1North Carolina 1South Carolina 1

STATES Respondents who directly serve tourists were asked what other geographic markets should be top priority for Fremont County/W.Yellowstone promotions.Answers varied with little consensus.


Other Priority Markets, contd.Georgia 1Colorado 1Dakotas 1Nevada 1Louisiana 1Montana 1

Eastern US 4Southern US 2New England 1Mid Atlantic 1Mid West 1

Asia/Japan/China 5Canada/Alberta 2Europe 2

Foreign Countries

US Regions


Priority Activities to PromoteScale: 1=Not At All Important, 5=Very Important.No significant differences by respondent location.

Mean CountFishing 4.56 61Camping, RVing 4.51 61Community festivals, events 4.46 63Kid-friendly activities 4.42 60Cross-country skiing 4.36 59Snowmobiling 4.34 61Horseback riding, pack trips 4.31 61Scenic driving and loop tours 4.30 63Hiking, backpacking 4.29 58Wildlife viewing, bird watching 4.23 60Photography tours 4.15 61Historic and cultural tours 4.13 60Road biking, mountain biking 3.98 61Artisans, craftsmen tours 3.69 58Hunting - big game 3.68 57ATV, Four-wheel trips 3.64 61Golf 3.45 60Hunting – bird 3.30 57Farm, ranch tours 2.91 57 Tourism Strategy Workshop – January 10, 2008

Q5: Other Tourist Activities to Promote6 - Rafting, Canoeing, Kayaking4 – Snowshoeing3 – Ice fishing 2 - Fall color tours2 – Just plain relaxingVolun-tourism, snowboarding, skiing, snow kiting, frisbee golf, waterskiing, honeymoons, shopping, wildflower photo tours21 comments in total


Visitor First Impression Ratings

Respondents rated visitors’ first impressions.Scale: 1=Poor, 5=OutstandingNo significant differences by respondent location.

Mean CountGeneral appearance, scenery of the area 4.06 63Appearance of key attractions 3.31 64Availability of visitor information 2.94 64Directional signs to key attractions, services 2.83 64Appearance of tourist-oriented businesses 2.79 63Visibility of free public parking 2.56 62Attractiveness of community entrances 2.39 64General appeal of downtown business district 2.36 64


Quality Ratings

Scale: 1=Poor, 5=OutstandingNo significant differences by respondent location.

Mean CountNational park facilities 4.13 61Outfitted, guided services 3.92 51Customer service at national park 3.74 61State park facilities 3.67 54Customer service at state park 3.63 52RV parks, campgrounds 3.63 62Lodging 3.34 64Restaurants – family dining 2.94 63Knowledge/service skills front-line emp. 2.57 61Restaurants – fine dining 2.42 60Retail shopping 2.22 63



Comments re. 1st Impressions19 – Clean up appearance of Island Park and Idaho approach to West Y entrances, storefronts, abandoned cars, vacant lots, and trashy homes/trailers7 – Train employees to be more friendly7 – Improve signage2 – Better tourist info on area attractions



Opportunities to Generate More Tourism

11 – Better regional communication and cooperative marketing8 – Cooperate on group tour & family activity options and promotion6 – Work on shoulder season activities5 - Support the Park and keep open in winter4 – Improve facilities and infrastructure2 – Better visitor info/IP Visitor Center2 – Improve appearances3 – Air service3 – Changes in government policies



Additional Businesses, Facilities, and Services Needed

14 – More & better restaurants6 – Improved & longer hours of medical facilities5 – More retail stores4 - Island Park Community Center3 – Improved air service3 – Another golf course2 – Employee housing8 – Various specialty activity venuesQuiet recreation trails44 comments in total


Greatest Challenges to Tourism Development

11 – Working together as communities7 – Getting to a year-round mindset and increasing shoulder season activities4 - Obtaining more positive attitudes by employees and residents3 – Controlling growth, preserving environment3 – Lack of basic infrastructure services3 – Trail restrictions52 comments in total


Cooperation of Local Govt.

“My local government is cooperative and supportive of business and tourism development.”Scale: 1=Strongly Disagree, 5=Strongly Agree.

Count Percent1=Strongly

Agree 6 10%2 13 22%3 19 32%4 13 22%

5=StronglyDisagree 8 14%

Total 59 100%

Mean CountBusiness 3.07 45Non-Profit 3.00 9Local Govt 3.00 4State Govt 4.00 1Total 3.07 59


Cooperation of Local Govt., cont’d

West Yellowstone respondents rated their agreement significantly higher (3.41) than St. Anthony respondents (1.60).This difference is significant at the p<.05 level.

Mean CountIsland Park 3.13 15W. Yellowstone 3.41 22Ashton 3.13 8St. Anthony 1.60 5Other 3.00 2Multiple 2.86 7Total 3.07 59



Suggested Marketing & Promotion Strategies

11 - Cooperative destination advertising campaigns with a unified theme7 - Improve & emphasize web sites2 - More & better signage2 – Promote shoulder seasons & year-roundDevelop vacation packages cooperativelyRegular campaigns in Utah



Other Comments3 - Build an alliance for cooperative marketing3 – We need more and better signage, espin Island Park3 – Local gov’t is difficult to work withCreate a central reservation system that can handle all lodging and toursNeed a K-3 school in Island ParkFocus on the assets we have26 comments in total


Summary of Key Issues: Product

Tourist servicesVisitor infoDiningShoppingGuided services

1st impressionsSignsParkingTrails Tourism Strategy Workshop – January 10, 2008

Summary of Key Issues: Promotion

TargetingOff-peak seasonsCooperative advertisingThings to do/seeWebMulti-state licenses/tagsBranding: niche of Fremont/W.Y. area


Summary of Key Issues: Partnerships

Better communication/cooperationSupport services:

TransportationHousingWorkforce recruitment/training

Relationships with local government for infrastructure, tourism development, etc.Linkages with regional efforts




[email protected]


Tourism TrendsNational Trends

Role of Scenic BywaysTourist Expectations


National Trends1/4 of Americans visit national parks1/5 visit national forestsHeritage/cultural travel fast-growing segment, interest in Indian culturesDowntown shopping districts preferred by more tourists (49%) than malls (27%) or dept. stores (26%)Niches are key: tailored to traveler


National TrendsHotel rates rising, particularly upscale

$97 national ADR, $177 upscale/luxury

Occupancy rate 64%Fastest growth: midscale limited service, and upscale/luxury2006 RV shipments highest since 1978: most are Boomers, but 35-54 fastest growing segment


National Trends

66 million wildlife watchers, spend $8 billion on travel478,000 people/year in ID

Activities in Idaho by US Residents

197,000

416,000

643,000

0

100,000

200,000300,000

400,000

500,000

600,000

700,000

hunting fishing viewing

Activity

Num

ber o

f par

ticip

ants

11,000 Americans turn 50 every daySpend most time, money on leisure travel

Volunteerism is at 25-year high Weak dollar driving international visits

Wild cards: fuel prices, security


National Trends1.7 million snowmobilers take average of 7.5 weekend trips, with 5 nights in hotel

Avg age 56; women are growing segment

Geotourists and eco-tourists seek sustainable destinations: want to learn about other places/cultures while preserving their character and integrity


GeotourismSustains or enhances the geographical character of the place being visited: environment, culture, aesthetics, heritage, and well being of residentsFocuses not just on “tourist satisfaction,” but on “tourist enthusiasm”Emphasizes the distinctiveness of locale, beneficial to visitor and resident alikeFocuses on market selectivity: “high yield”segments (“geo-tourists” vs. “ego-tourists”)Evaluates based on quality instead of quantity(high value tourists versus “body counts”)



Western U.S. TrendsPopulation of Interior West 400,000 from 2000 to 2005

MT grew by 33,475, will grow another 33,000 by 2010; ID growing fasterCalifornia lost 300,000 people in 2006 Newcomers seek quality of life, outdoor recreation, 2nd/retirement homesMost are age 40-50400,000 private pilots w/in 4 hr flight of MT


Fremont County TrendsVisitor spending 2000 to 2004 nearly doubled: from $7.13 to $14.2 millionLodging sales increased by $2+ million:

January - October, 2004 - 2007Source: Idaho State Tax Commission

$3,996,696 $4,155,849

$5,103,287

$6,145,529

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

2004 2005 2006 2007


Fremont County SeasonalitySeasonality of Fremont County Lodging Sales

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Janu

ary

February

March AprilMay

June Ju

ly

August

Septembe

r

Octobe

r

Novembe

r

Decembe

r

1997199819992000200120022003200420052006


W. Yellowstone TrendsWest Yellowstone Lodging Trends 2002-2007

0

50000100000

150000200000

250000

300000350000

400000450000

500000

Q1 Q2 Q3 Q4

200220032004200520062007

Travel InfluencersHow Do Travelers Decide?


Why Travel There?Most important to American travelers when choosing a destination:

Safety 89%Scenic beauty 86%Good weather 86%Lots to see/do 85%Food/dining 80%Easy to get to 79%Good hotels 79%Quiet/relaxing 77%

Exciting 77%Interest’g culture 69%Historical assets 62%Good beaches 58%Museums 48%Nightlife 48%Shopping 44%Good for kids 38%

Source: Destination Analysts, The State of the American Traveler



How Far for Weekend Getaways?

Distance Will Travel for Weekend Getaway(Miles one-way)

< 100, 7.5%

100-250, 53.6%

251-500, 23.8%

500-1000, 5.2%>1000, 3.7%

N/R, 6.2%


What Do Tourists Want?Boomers seek value (but not cheap)Travelers seeking “authentic” American experience (not “Generica”)Service is top priority80% of adult travelers include an historic or cultural activity on their tripWomen plan family trips: need time-saving travel planning, short cuts to planning for kids’ activities by age group

Source: Destination Analysts


What Motivates Travelers?Relaxation 40%Time w/ family 37%Escape daily routine 33%Time w/ spouse/partnr 32%Visit unfamiliar places 26%Excitement/adventure 19%Enjoy food/dining 14%Visit familiar place(s) 11%

Events/festivals 9%Good for my kids 8%Shopping 7%Outdoor activities 7%Personal growth/dev’t 6%Romance 5%Theater/arts 2%Wineries 2%


The Role of Scenic BywaysIf travelers seek scenery and authenticity, then development along byways must preserve the sense of place and local characterBig box and chain stores are “Anywhere, USA”

If the destination looks just like home, why go?

Tacky Tourist

Trap


Scenic Byways as ProductsThe viewshed is a key component of the scenic byway’s brand: if the “scenic” in scenic byway is lost, so is the brand


Scenic Byways as ProductsHigh rise development is inappropriate in rural areasNew development should be consistent with a 100-year (or 1,000-year) Business Plan: designed to sustain and enhance the character of the place, not detract from itBuilding height limits, setbacks, green space, and design guidelines ensure that new development is a source of community pride, rather than future blight

- National Geographic Institute for Sustainable Tourism Development



Scenic Byways as ProductsReduce sign clutter, while providing ways to promote business and traveler services…


Use Byways to Highlight…Local history and cultureHistoric DowntownsSpecific activities or a set of attractions with a common themeLocal artisans and

craftsmen


Have a Wayfinding SystemDirectional and interpretive signsVisitor centers (although less than 10% of travelers stop at VICs) –VICs and interpretive centers are diversions, not the main attractionPrinted materials (map, brochure, guide)Web site, pod castsAudio tour, TIS broadcasts, MP3 files


Scenic Byways as ProductsEnsure that basic traveler services are available…



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Fremont County / West Yellowstone Tourism Strategy ...€¦ · Final Report Provided to Fremont...

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