teal Panel

Product and Experience Development

In order to market the province’s tourism industry, Hospitality NL works towards the development of products and experiences that build on what the traveler is looking for, as well as the unique offerings of our members. Two key initiatives for NL’s tourism industry are the Tourism Assurance Plan (TAP) and the Destination Development Process (DDP).

Areas of Focus

On the road to building products and experiences that build on Newfoundland and Labrador’s unique strengths and respond to traveler preferences, Hospitality NL’s advocacy areas of focus are:

  • Ensuring a critical mass of authentic attractions and experiences with supporting infrastructure and service in the right locations, to respond to market demands and expectations.
  • Developing multi-season tourism demand to help achieve sustainable, viable tourism products. And mitigate unrealistic expectations that many of our demand-generating attractions can be financially self-sustaining.
  • Balancing people’s desire to travel with the need to protect our natural environment in the face of climate change.

These challenges also provide opportunities for Newfoundland and Labrador to develop a consistent and high-quality traveller experience through product development, infrastructure, and environmental sustainability.

To achieve our goals for product and experience development, the following are Hospitality NL’s core goals:

  1. Develop and implement an experience strategy that resonates with sophisticated travellers, reinforces our unique brand, and increases our return-on-investment.
  2. Continue to improve government-owned tourism infrastructure.
  3. Be a visible leader of environmental sustainability.


A widespread, modern information and communications infrastructure is fundamental to our competitive advantage and our economic success as a leading tourism destination.

To develop a modern and strong information technology infrastructure within our tourism industry we must ensure all tourism partners and operators embrace technology as critical elements in attracting visitors and enhancing their experiences and services.


To ensure accessible, timely, high-quality market intelligence and research relevant to future planning and growth, the following actions must take place:

  1. Develop and implement a research strategy and plan that provides industry and government with relevant and timely information and analysis.
  2. Establish performance indicators to annually measure the success of Vision 2020.

Tourism Marketing

To build on the success of our marketing efforts for future growth, the following actions have been identified:

  1. Continue to build a successful, differentiated tourism brand and leading tourism marketing position.
  2. Identify and pursue new and emerging market opportunities.
  3. Ensure there is a clear understanding of the roles and responsibilities of all stakeholders in promoting the province as a destination.


  • emerit

    emerit has been developed by the Canadian Tourism Human Resource Council (CTHRC) in collaboration with tourism industry professionals. It has become synonymous with excellence, credibility, and professionalism in the Canadian tourism sector. For more information go to www.emerit.ca.

  • Discover Tourism

    The Discover Tourism career awareness program was developed to communicate employment and career opportunities in the tourism sector to a range of target audiences including Youth, New Canadians, Persons with Disabilities, Pre and Post Retirees.

  • Canadian Academy of Travel and Tourism

    The Canadian Academy of Travel & Tourism (CATT) focuses on building partnerships between education and industry in order to foster the next generation of Canadian travel & tourism leaders.