Transcript KRT-TourismBRE-FINALx - Columbia Basin Rural Development

CONNECT  UNDERSTAND  MOBILIZE
_________________________________________________________
Regional Tourism Sector
Business Retention & Expansion
October 5, 2016
Sarah Breen
[email protected]
Columbia Basin Rural Development Institute
Selkirk College Applied Research & Innovation Centre
Columbia Basin Rural Development Institute
“Promote evidence-based decisions that lead to enhanced regional
well-being through research and information provision”
Projects include:
• State of the Basin
• Climate Change Adaptation
• Asset Based Rural Development
• Poverty Reduction
• Economic Development
What is Business Retention & Expansion?
• Ongoing cooperative effort between business, local
government, and support organizations
• Focused on identifying and responding to the needs of existing
businesses
• Focused on supporting retention & expansion of businesses
already in your community
• Highly effective economic development approach, especially in
rural areas
The Role of the RDI
• Standardize data collection and analysis
• Research support in terms of design, collection, analysis, reporting
• Provide tools to support successful implementation and follow up
• Connect to available resources and broker necessary partnerships
• Regional and sector specific analysis
• www.cbrdi.ca/bre/business-retention-expansion-communityreports/
Completed or In Progress
Boundary Region
(Grand Forks,
Greenwood,
Midway)
Sparwood
Kimberley
Creston &
District
Slocan Valley
(New Denver,
Silverton, Slocan
RDCK Area H)
Nelson
Fernie & Area
Kaslo & Area
Revelstoke &
Area
Kicking Horse
Country
(Golden)
Lower Columbia
(Fruitvale,
Montrose, Trail,
Warfield, Rossland,
RDKB Areas A&B)
Nakusp
Tourism Sector BRE
Figure 1: Industries Represented
Travel
Services, 3%
Transportation , 9%
Figure 2: Regions Represented
Sparwood
2%
Slocan Valley
Recreation
and
Entertainmen
t, 45%
9%
Rossland
4%
Revelstoke
15%
Nelson & Area
Accommodati
on & Food &
Beverage
Services, 43%
9%
Nakusp
3%
Lower Columbia
6%
Kootenay Boundary
3%
Kimberley
7%
Kaslo
6%
Golden
23%
Fernie & Area
8%
Creston & Area
5%
Cranbrook
1%
0%
5%
10%
15%
20%
25%
What is included in the report?
• Company Information
• Local Workforce
• Sales
• Facilities and Equipment
• Government Services
• Business Climate
• Assessment and Plans
Photo Credit: Columbia River, Golden BC. Photographer: Dave Best
Source: http://www.krtourism.ca/image-banks/
HIGHLIGHTS
o Strong tourism sector
o Stable or increasing sales
o 4,071 employees
o Cost of living & housing
o Financing and local regulation
COMPANY INFORMATION:
competition and success factors
Figure 4: Location of Primary Competitors
None
5%
In Region
78%
Outside Canada
12%
In Province
10%
In Canada
3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Figure 5: Factors for Success
Why here?
• Location (23%)
• Business opportunity
(21%)
• Lifestyle (11%)
90%
COMPANY INFORMATION:
age, life cycle stage, ownership
Figure 10: Life Cycle Stage
Maturing
37%
Growing
50%
Emerging
10%
Declining
3%
0%
10%
20%
30%
40%
50%
60%
Figure 11: Length of Time in Business
>20 Years
38%
10-19 Years
26%
5-9 Years
16%
1-4 Years
18%
<1 Year
3%
0%
5%
10%
15%
20%
25%
30%
35%
40%
COMPANY INFORMATION:
planning
Figure 15: Anticipated Exit Strategy
Other
12%
Sell/transfer to a non-family member
53%
Sell to another company
24%
Sell/transfer to a family member
12%
0%
10%
20%
30%
40%
50%
60%
Figure 16: Formal Succession Plan
Not
applicable,
12%
Yes, 19%
No, 69%
Business plans:
o 52% have a current business
plan
LOCAL WORKFORCE:
size, demographics, & wages
Figure 18: Total number of employees
50-99
9%
20-49
14%
10-19
14%
5-9
20%
Less than 5
38%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Figure 24: Wages in relation to other businesses in the region
Greater than
40%
Same as
48%
Lower than
13%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
LOCAL WORKFORCE:
recruitment and retention
Figure 27: Challenges
Recruitment challenges
40%
Retention challenges
33%
0%
5%
10%
15%
Figure 28: Retention Effort Keywords
20%
25%
30%
35%
40%
45%
LOCAL WORKFORCE:
skills & training
Figure 36: Training and PD Needs
Safety/First Aid/Food Safe
Customer service
Sales/Marketing
Business Management
Accounting/Bookeeping
Emerging industry practices
Computer skills
Web site design
Managerial training
Industrial equipment operations
Technical training
Social media
Cooking skills
Communications
Business management
Workshops -- Local
WHMIS
Theatre Technical Skills
Professional development
Hospitality training
Franchise Training
Emerging technologies
Continued education
Conflict Resolution
Bookkeeping
Bartending
27%
14%
12%
12%
12%
9%
9%
5%
5%
5%
3%
2%
2%
2%
2%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
0%
5%
Workforce Skill Level:
o Skilled / Professional (42%)
o Semi-skilled (22%)
o Entry-Level (17%)
Future training:
o Marketing / Social Media
o Computer & technology
10%
15%
20%
25%
30%
LOCAL WORKFORCE:
considerations for employees
Figure 40: Critical considerations for employees
Other
26%
Cost of living
71%
Housing
53%
Transportation
43%
Child care
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
SALES
Figure 43: Market Share in Comparison to Competitors
Increasing
38%
Decreasing
9%
Stable
53%
0%
10%
20%
30%
40%
50%
60%
Figure 44: Projected sales growth in the next year
Over 100%
2%
50 - 99%
5%
25 - 49%
10%
10 - 24%
30%
1 - 9%
40%
0%
10%
Declining
2%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
BUSINESS CLIMATE:
quality of business climate
Figure 80: Rating of business climate factors
5%
Local Government
8%
42%
27%
18%
5%
14%
11%
8%
21%
K-12 education
2%
7%
4%
Economic Development
12%
Cultural/Recreational Amenities
9%
1%
13%
9%
8%
Community Futures
6%
Colleges/Universities
11%
9%
Workforce Quality
7%
Workforce Availability
46%
0%
20%
% Excellent
% Good
% Fair
18%
39%
Tourism services
31%
36%
24%
25%
3%
Technical Training
3%
60%
80% 100%
22%
29%
29%
20%
23%
20%
79%
0%
10%
20%
% Poor
% No Opinion
16%
Local Tax Structure
40%
51%
17%
12%
2%
3%
6%
6%
6%
BIA
32%
33%
24%
4%
25%
43%
19%
10%
3%
Chamber of Commerce
39%
42%
5%
4%
24%
36%
25%
18%
25%
39%
27%
4%
27%
41%
23%
Housing
26%
Workforce Stability
46%
30%
35%
40%
50%
60%
BUSINESS CLIMATE:
strengths & weaknesses
Figure 84: Community's weaknesses as a place to do business
High cost of living
Development Constraints (Zoning/Bureaucracy/Permits)
Seasonality
Location
Tax structure
Population (size/growth/aging)
Geographic isolation
Shipping and Receiving costs
Cross border shopping (US/Alberta)
Resistance to change
Low average income
Internet access
Cost of doing business
Available space
Low population
Limited market
Lack of local services
Weather
Vacant commercial buildings
Transient population
Too dependent on tourism
Small market
Reliable transportation
Poor road conditions
Planning and development process
Lack of suppliers
Lack of motivation
Lack of amenities
Kootenay time or laissez fair attitude
Economic climate
Competition
Airport limitations
9%
8%
7%
7%
5%
5%
5%
4%
3%
2%
2%
2%
2%
2%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
POTENTIAL ACTIONS – PART 1
Workforce
o Improved job advertising
o Help with relevant government programs
o Youth workforce development
o Addressing housing, transportation, cost of living
Business Growth & Expansion
o Assistance navigating local regulations
o Accessing new markets
o Exploring financing options
o Connecting businesses with existing resources
o Tailor supports to the size and type of businesses
POTENTIAL ACTIONS – PART 2
Sourcing and Procurement
o Understand opportunities that exist to increase local supply and engage
existing and new businesses to fill that role if feasible
o Strengthen the link between local food suppliers/producers and local area
businesses
Training
o Supporting networks to help businesses identify and address training needs
o Increase awareness of new trends
o Working with local educational institutions on skills and programs
Planning
o One-on-one programs
o Aggressively advertised supports
o Direct outreach to businesses
Thank You
Questions?
Tourism Sector Business Retention &
Expansion Report
http://www.cbrdi.ca/wp-content/uploads/Tourism-BRE-ReportFINAL.pdf