加拿大某海岸旅游资源详细可行性分析和商业计划书.docx
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1、加拿大某海岸旅游资源详细可行性分析和商业计划书 Feasibility Study and Business Planprepared forPowell River Parks and Wilderness Society (PRPAWS)andCommunity Futures Development Corporation of the Powell River RegionandHuman Resources Development Canada January, 2000prepared by Synergy Management Group Ltd.Business and Eco
2、nomic Development Consultants 201 Selby St., Nanaimo, BC V9R 2R2250-758-6399, or 1-800-838-4808 Fax 250-755-7711 Branch Offices : Vancouver amp; Victoria Internet Home Pages : http:/www.synergy- e-mail address : jaysmg andChris RoddanADR Forestry Systems / Shearwater Ltd.Powell River, BCTable of Con
3、tentsSectionDescription Page 1.0 1 EXECUTIVE SUMMARY1.1 The Role of Tourism in Sustainable Development11.2 The Link Between Trail Development and Tourism21.3 Powell River, and the Region’s Outdoor Adventure Opportunities31.4 Dependency and Diversity and Tourism Multipliers in the Region41.5 Su
4、nshine Coast Trail Backgrounder and Specifications51.6 Local Infrastructure to Support the Trail51.7 Ecotourists : Profile61.8 Role Modelling of Long Distance BC Trails71.9 Regional Stakeholder Interviews81.10 Jurisdiction, Tenure and Forestry Issues91.11 Marketing and Imaging the Sunshine Coast Tra
5、il111.12 Ownership, Governance and Management Model131.13 Trail Development : Capital Costs141.14 Proposed Revenue Streams161.15 Budget and Proformas181.16 Sliammon First Nation251.17 Economic Benefits Analysis261.18 Strengths, Weaknesses and Risks291.19 Action Plan amp; Timelines Chart32 2.0 38 FEA
6、SIBILITY PLAN AND MARKET / INDUSTRY RESEARCH 2.1 Powell River and the Region’s Outdoors / Adventure Tourism39 2.2 Dependency, Diversity and Tourism Multipliers in the Region50 2.3 Sunshine Coast Trail History and Description51Section Description Page2.4 Powell River Parks and Wilderness Societ
7、y (PRPAWS)542.5 The EcotourismMarketplace and Industry562.6 Role Modelling Other Long Distance Trails622.7 Overview of Long Distance Trails in B C672.8 Powell River Stakeholders’ Interviews752.9 Interview Results752.10 Economic Role Modelling822.11 Trail Liability and Risk Management Issues93
8、3.097 BUSINESS PLAN AND ACTION PLAN 3.1 Local Infrastructure in Place to Support the Trail98 3.2 Jurisdiction, Tenure and Forestry Issues100 3.3 Marketing and Imaging the Trail110 3.4 Ownership, Governance and Management Model120 3.5 Trail Development Costs125 3.6 Sliammon First Nation127 3.7 Propos
9、ed Revenue Streams129 3.8 Budget and Proformas, Including Financial Assumptions132 3.9 Economic Benefits Analysis138 3.10 Strengths, Weaknesses and Risks141 3.11 Training Issues and Opportunities143 3.12 Action Plan and Timelines145Bibliography151Sunshine Coast Trail Business Plan Completed by :Syne
10、rgy Management Group Ltd.Business and Economic Development Consultants 201 Selby St., Nanaimo, BC V9R 2R2250-758-6399, or 1-800-838-4808 Fax 250-755-7711 Branch Offices : Vancouver amp; VictoriaInternet Home Pages : http:/www.synergy-e-mail address : jaysmg andChris RoddanADR Forestry Systems / Shea
11、rwater Ltd.Powell River, BC January, 2000 Readers Note This report represents a combination of a Feasibility Study and a Business / Action Plan.From the onset of Synergy’s mandate, it was apparent that examining the feasibility and viability of the Sunshine Coast Trail was a critical component
12、 of the workload, and preceded the ability to design a Business Plan document that would establish a gameplan for proposed continued implementation of the trail initiative.The results of the research, lessons learned from role modeling and comprehensive feasibility work were integrated into the Busi
13、ness / Action Plan portion of this document.This report is divided into three tabbed sections.1 Executive Summary Presents only an overview of the highlights of the Feasibility Plan and Business / Action Plan.2 Feasibility Plan amp; Represents the results of market research, ecotourismResearch indus
14、tryresearch,ecotouristtravelerprofiling,regional stakeholderinterviews,regionalinfrastructureanalysis, jurisdiction and tenure, first nations, and extensive role modeling of other provincial, national and international trails. Further, each area covered herein is accompanied by a analysis of what wa
15、s learnt from the exercise in direct relation to the Sunshine Coast Trail, and key recommendations and conclusions.3 Business / Action TheBusiness/ActionPlanencompassesastrategicPlan analysis of the Sunshine Coast Trail’s proposed operation, financialforecasting,benefitsanalysis,strengthsand w
16、eaknesses,capitalandoperatingcosts,proposed ownership and governance, marketing strategies and a Gant Chart Action and Implementation Plan.1. Executive Summary and Action PlanThe economic impact of outdoor recreational opportunities has been defined as the sum total of economic gains to all sectors
17、of the economy. 1 . Research shows that trails create jobs, enhance property values, expand local businesses, attract new or relocating businesses, increase tax revenues, decrease local government expenditures and promote community well-being. 1.1The Role of Tourism in Sustainable DevelopmentEcotour
18、ism, a specialty segment of the larger nature tourism market, is defined as anenlightening nature travel experience that contributes to conservation of the ecosystem, while respecting the integrity of host communities . 2 .Definitions also include nature-based travel, adventure travel, sustainable t
19、ourism, cultural tourism and alternative tourism.Eco-tourism is categorized by groupings which match the activities with the destination and/or season as follows:LandRiverWinterWildlifeCulturalBackpacking, mountain climbing, hiking, camping, trail riding.Rafting, canoeing, kayaking.Crosscountryskiin
20、g,snowmobiling,ski-touring,dog sledding.Wildlife viewing, photo safaris.Historic site viewing, educational tours, native villages.Consideration of tourism, the environment, and concepts of sustainability should encompass four key challenges: An understanding of how tourists value and use natural env
21、ironments; Enhancement of the communities dependent on tourism as a industry; Identification of the social and environmental impact of tourism; and Implementation of systems to manage these impacts. 1 Ministry of Natural Resources, 19942 Canadian Environmental Advisory Council, 1992 Page -0- The lin
22、kage between environment as an attraction and economic impact can be substantial. Outdoor recreation activities that is, pursuits that are heavily dependent on natural environments, are important components of many region’s tourism industries. 3Ecotourism is one of the fastest growing sectors
23、of the tourism industry in B.C., currently worth $150 million a year and expanding at the rate of 20% a year. In recent years, B.C. has built up a reputation for being one of the premier sources for outdoor experiences. 1.2The Link Between Trail Development and TourismTrails can be defined as narrow
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