Globally Competitive Tourism Ecosystem

Enabling access to the data, systems, knowledge and capabilities that the BC tourism ecosystem needs to compete globally.

The Opportunity

Over 93% of tourism businesses in BC are small businesses, with less than 50 employees. The reality is that most small tourism businesses and many communities in BC don’t have the staff or funding to compete globally in attracting travellers and build their visitor economy. However, we can reach beyond the limitations of individual capabilities and make a greater impact by working together.

Around the world, the BC tourism industry has a reputation for working in a collaborative and cooperative way. An impactful way that achieves results. This is an important competitive advantage. There is an opportunity to take this advantage further and continue to develop new ways for our industry to benefit from sharing data, systems, technology, content, expertise and programs.

The Strategy

A Globally Competitive Tourism Ecosystem is all about how Destination BC works together with the tourism industry and through partnerships to meet needs and increase the capabilities and competitiveness of the sector and tourism businesses. By fully leveraging the ecosystem of partners across our industry, working cohesively to share our intelligence, integrating our go-to-market strategies and systems, and combining our individual resources and expertise, we are more able to meet our goals, sustain profitable businesses, and provide benefits to the people living in BC through tourism.

Moresby Island - Northern BC Tourism/Shayd Johnson

We need to enable all tourism organizations and businesses to access technologies, marketing channels, planning tools, data, insights, and training that otherwise are only available to large businesses and organizations.

78% of MRDT-collecting communities collected less than $1 million MRDT in 2022.

We need to strengthen greater collaboration in the tourism ecosystem.

93% of tourism businesses are small businesses, with less than 50 employees.

Key Activities

Make relevant content, data and analytics, and training more available to empower Community DMOs, reduce duplication of effort, and allow greater investment in marketing and development.
Share the efficiencies in marketing channels, technologies, audiences, and insights gained through the BC Tourism Data Hub more widely, to more tourism organizations.
Encourage Community DMOs and communities that share a common destination (such as destination development planning areas) to collaborate on marketing, destination development and destination stewardship to increase their collective impact.
Encourage businesses within a sector or across sectors to collaborate where beneficial, such as marketing and planning.
Provide greater access to technology, expertise and skills to small businesses and organizations to help them become more effective in their marketing and development efforts.
Build excellence in industry’s destination management and regenerative tourism abilities.
Optimize economic development and investment funds for tourism.
Build social capital in the tourism industry, ensuring people living in BC value the visitor economy.

Measures

Industry Values our Programs

Tourism Partner Satisfaction

Resident Value

Destination BC

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