E. Alikpala, R. Chandi, J.D. Tagulao, E. Vance, V. Vasylkiv, K. Willemse
Harrison Hot Springs
BCIT Marketing Set 1D- Anne-Marie Webb Hughes (Dec 2011)
Integrated Marketing Campaign Dec 2011
Upstream Marketing
Contents Report Objective .............................................................................................................................................................. 2 Problem Statement (Goal) ............................................................................................................................................... 2 Key Findings ..................................................................................................................................................................... 2 SWOT Analysis.................................................................................................................................................................. 2 Competitive Analysis ........................................................................................................................................................ 3 Target Market Analysis .................................................................................................................................................... 3 Demographic Segmentation ........................................................................................................................................ 4 Geographic Segmentation ........................................................................................................................................... 4 Psychographic Segmentation ....................................................................................................................................... 4 Behavioural Segmentation ........................................................................................................................................... 4 Integrated Marketing Communications Campaign - 2012............................................................................................... 4 Campaign 1: Travel Agency Packages .......................................................................................................................... 4 Campaign 2 (Part 1): Printed Promotional Materials................................................................................................... 5 Campaign 2 (Part 2): Supplemental Media .................................................................................................................. 5 Campaign 3: Web site & Online Presence Overhaul .................................................................................................... 6 Campaign 4 (Part 1): Radio Competition ..................................................................................................................... 6 Campaign 4 (Part 2): Buzz Media Campaign ................................................................................................................ 7 Campaign 5: Groupon (Supplemental) ........................................................................................................................ 8 Integrated Marketing Communications Campaign – 2013 .............................................................................................. 8 Campaign 1: HD YouTube Video Production ............................................................................................................... 8 Campaign 2: Movies on the beach ............................................................................................................................... 9 Campaign 3: Activity Brochures and Digital Ad in B.C. Ferries..................................................................................... 9 Conclusion ........................................................................................................................................................................ 9 Appendices ..................................................................................................................................................................... 10
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REPORT OBJECTIVE
To analyze the current perceptions and marketing activity of the Harrison Hot Springs resort village (“Harrison”) in order to formulate an improved integrated marketing campaign. PROBLEM STATEMENT (GOAL) What sustainable integrated marketing campaign can Harrison Hot Springs use to get rid of their current “old and tired” image and create loyal visitors and greater brand awareness, while increasing hotel occupancy rates by 50% and overall tourism by 40% by the end of Q4 2012? KEY FINDINGS Harrison is a beautiful resort village located in British Columbia’s Fraser Valley, with a well-developed infrastructure, beautiful natural attractions and rich historical value. It is close to Vancouver (90 minutes) and Seattle (3 hours), two densely populated metropolitan areas. Harrison’s natural waters (hot springs and its glacier-fed lake) are the main attraction for tourists, who come for its famous healing properties, and to enjoy the sunny beaches. Also, tourists enjoy Harrison for its various water sports, as well as outdoor activities such as biking, hiking, golfing and even nearby ski slopes. This generates around $6M in revenue for the Village (McConnel, 2011).Every year Harrison hosts its National Festival of the Arts, which attracts over 100,000 visitors. Harrison is also the only town in B.C. accredited as Carbon Neutral for Gas Emissions (Trust, 2011), with the first Blue Flag beach in Western Canada, which adds to its appeal for eco-tourists (a growing trend in North American tourism). Harrison has unfortunately created a strong perception that it is a tired retreatment community (one third of the population are retirees), where there’s not much to do (especially in the winter months). Harrison recently enlisted a destination marketing company to change this opinion by rebranding and updating its online presence (Tourism Harrison), and pushing out various campaigns. The results have been minimal and lack the desired effect. SWOT ANALYSIS
The SWOT analysis is summarized in the table, showing internal and external factors that affect Harrison’s success. The chosen I.M.C. for Harrison must leverage the strengths and opportunities available while being mindful of its weaknesses and threats if it hopes to increase business to the resort. Strengths
Long and involved heritage/culture Close proximity to Vancouver/U.S.A. Natural unspoiled beauty Strong opportunities for outdoor activities Only developed hot spring in Western BC Blue Flag/Carbon Neutral accreditation
Opportunities
Recovering BC tourism industry Rising inflow of U.S. visitors into B.C. Green and sustainable positioning Generation Y growing travel trends Nearby tourist winter attractions
Weaknesses
Perceived brand of “tired, retirement community with nothing to do” Lack of year-round diverse tourism products Poor transportation system In the mature stage of the product life cycle Destination resort
Threats
Unstable economy Rising costs of travel Many like competitors within the same travel radius
Sources: (H.H.R.M., 2010), (Communications, 2011), (McConnel, 2011), (Lomas, 2011), (HelloBC, Harrison Hot Springs Things To Do, 2011)
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Harrison’s cultural history and physical nearness to Vancouver, coupled with the increasing demand of sustainable products/experiences, provide favourable chances for the resort to increase its inflow of tourists to the location. However, the lack of diverse activities, which are mostly restricted to the summer, and a poorly perceived brand, hinder the resort from realizing the visitor numbers it desires. COMPETITIVE ANALYSIS
When comparing Harrison to its competitors, there are key factors which help determine why people would rather visit places other than Harrison. Whistler, Kelowna, and Penticton are Harrison’s main competitors, with relatively similar distances from the lower mainland, generally similar activities, but tend to attract a slightly younger crowd. Whistler Village has been able to provide activities for both winter and summer in order to maintain popularity throughout the year; in fact, their summer business has exceeded their winter season due to the revamping of their summer activities in order to attract more customers. In the summer, Whistler has over 30 activities, such as the Whistler sightseeing train, zip line & tree adventures, bear viewing and ecology tours (Blackcomb, Whistler Summer Activities, 2011). In the winter they have more than 20 activities, including snowmobiling, snowshoeing, sleigh rides, and a tube park (Blackcomb, Whistler Winter Activities, 2011). Whistler also has more than 200 accommodations and a variety of places to eat, relax, and go shopping (Blackcomb, A-Z Accommodations List, 2011). Another large competitor is Kelowna, which offers biking, bird watching, cross-country skiing, as well as horseback riding. There is also an art school, various museums and spas in the area (Kelowna, What To Do, 2011). Kelowna has over 30 hotels to choose from in order to make your stay memorable. Kelowna is known for its agriculture and fresh produce which is a highlight for those who visit (Kelowna, Where to Stay, 2011). Penticton is also very popular because it is uniquely located between Okanogan and Skaha Lakes. This location also offers easy access to mountain lakes, winter resorts, and fresh local ingredients for restaurant menus. Penticton is known for its swimming, fishing, water skiing, and windsurfing. There is also a lazy river through the Okanagan River Channel which connects two lakes. Penticton also offers hiking and biking trails which go in and around the Penticton area (HelloBC, Penticton Things To Do, 2011). Harrison also offers many of these same activities, such as biking, fishing, golfing, and canoeing (See Appendix 3) (HelloBC, Harrison Hot Springs Things To Do, 2011). However, it is most famous for its natural hot spring which is open to all visitors. Harrison is also unique in the fact they it hosts a lot of outdoor summer events and festivals (H.H.R.M., 2011). However, Harrison is not very popular in the winter. Those who stay at Harrison can choose to visit the town, drive 45 minutes to Hemlock Valley Ski Resort, or drive to Manning Park. During winter Harrison becomes a place to stay, rather than a place where various activities are available, making it an illogical winter destination. With this in mind, Harrison has several advantages over its competitors:
Has appeal to people that are more environmentally aware due to its natural hot spring Has large existing population that visit in the summer Has reputation of Harrison Hotel which was very popular in the 50’s Distance from lower mainland means people can stay for the night or just come for a day trip
TARGET MARKET ANALYS IS
Harrison has made a name for itself as a relaxing getaway sparked by the famous hot springs that sit within the town. In order to be successful in drawing more tourists to Harrison, there has to be a focused target market.
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DEMOGRAPHIC SEGMENTATION
The target market will focus on both men and women from the ages of 26 to 50 years old, as well their younger children. They represent working-class families with mid-level income ($41,000 - $83,000 household income per annum) (Press, 2011). This target market is an almost equal mix of Gen X and Gen Y demographics, accounting for almost 60% of the Canadian population; Gen X make up 20.6% of Canada’s total population (7M), and Gen Y 37% (12M) (Catalyst, 2011). By targeting those who suffer the stresses of work and family demands, Harrison becomes a desirable place to “get away” and enjoy a relaxing vacation. GEOGRAPHIC SEGMENTATION
Since Harrison is a destination resort, the campaigns will be targeting places within a four to five hour proximity. Our main target market, the citizens of greater Vancouver, are about 90 minutes away, and Seattle (Washington) residents can be there in a 3 hour drive. Targeting B.C. residents is a more achievable goal, since it is unreasonable to expect people to fly into YVR, then travel 2 hours to get to Harrison as a destination resort. Moreover, the existing 16% of European and 11% of U.S. visitors is deemed adequate, and would require a much more complex, expensive marketing campaign to grow. PSYCHOGRAPHIC SEGMEN TATION
The growing majority of British Columbia is currently trying to live a sustainable lifestyle, both at home and while on holiday. Harrison is recognised for being carbon neutral, and by having this certification, guarantees visitors pristine air quality and associated health benefits. As a result, the psychographic profile target will be the majority of the province who feel passionately about living “green”. Being family oriented and at middle income level, they also carefully consider their holiday choices to match their pockets and family requirements. BEHAVIOURAL SEGMENTATION
The vast amount of outdoor activities that Harrison offers is best targeted to the 85% of British Columbians (and a good portion of further flung visitors) who enjoy partaking in hiking, fishing, watersports, golf, and even nearby snow sports (Smith, 2009). This group is far from saturated and therefore offers much scope for growth, so by targeting this group, we can be guaranteed sustainable visitor increases, and subsequent revenue generation. INTEGRATED MARKETING COMMUNICAT IONS CAMPAIGN - 2012
The campaign consists of 2 proposed annual phases, with interim supplemental campaigns in between. This section focuses on the main 2012 campaign, as is the immediate focus. Please refer to the attached Campaign Timeline and Campaign Cost Schedule appendices in order to see when each campaign is launched, interdependencies, and associated costs. CAMPAIGN 1: TRAVEL AGENCY PACKAGES Campaign Cost: $16,000.00 (see Campaign Cost Appendix) Measurement: Sales figures of tourist packages will be reported monthly by agencies. These will be analysed against any existing data, as well as our target of 2,000 packages sold during the campaign, to gauge effectiveness.
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CAMPAIGN SUMMARY Compiling a Harrison travel package at an attractive, all-inclusive fee and then partnering with travel agencies (and franchises) to promote the deal. The package is modelled on 2 night’s weekend stay at one of Harrison’s 4 star hotels or lodges for 2 adults and 2 children, including spa treatments, breakfast/dinner, and access to the springs and local activities. MEDIA Travel agency outlets will be incentivized to sell the Harrison travel package. For example, all agents selling 20 or more packages between certain dates will receive a complimentary package themselves. Furthermore, sales will be boosted by providing complimentary “goodie bags” to those who purchase the travel package (See Campaign 2 Part 2). Additionally, we will provide promotional brochures and posters (See Campaign 2 Part 1). CAMPAIGN 2 (PART 1): PRINTED PROMOTIONAL MATERIALS Campaign Cost: $16,590.00 (see Campaign Cost Appendix) Measurements: Consumption of materials will be tracked against overall patronage, as well as included in follow-up awareness surveys conducted in the relevant penetration areas. CAMPAIGN SUMMARY Printed posters, brochures and newspaper/magazine advertisements and promotions to support the I.M.C. MEDIA We will produce full colour posters promoting Harrison as well as the packaged travel offer (Campaign 1). These will be handed out/mailed to every participating travel agency outlet (est. 400 outlets) as part of their promotional pack (which includes the travel goodie bags). They will also be posted at tourism offices at strategic locations. To add to this, we will purchase space on our affiliate travel agent print ads for them to include our promotional package. Furthermore, Harrison already has an excellent brochure which should be provided to travel agents as far as possible, as well as tourism offices. This brochure just needs to be printed in high quality colour and distributed. CAMPAIGN 2 (PART 2): SUPPLEMENTAL MEDIA Campaign Cost: $39,040.00 (see Campaign Cost Appendix) Measurements: Supplemental media exists to create awareness; subsequent awareness surveys, analysis and comparisons will be accredited where appropriate to the supplemental media campaigns. CAMPAIGN SUMMARY Supplemental media consists of novelty gifts branded with the Harrison logo. We will be producing appropriate items which can be used as “filler” marketing material (“swag”) to support our various sister-campaigns, namely:
1,600 Branded Umbrellas 5,000 Branded Pens 5,000 Branded Stress Balls with Slogan 2,100 Full Colour Branded Beach Towels 2,100 Nonwoven Drawstring Sports/”Goodie” Bags
MEDIA Considering Harrison does not have much of a presence “on the street”, this is where we will begin our proactive campaign. The intention is to create buzz (public awareness) of Harrison just before we move on to Campaign 4.
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In the BC Winter, everyone needs an umbrella. We will hand out 1,500 umbrellas printed with a variety of amusing phrases which highlight Harrison’s appeal during inclement weather. These will be handed out on rainy days to people matching our target demographic, at strategic points where foot traffic matches this target: near major banks, upscale coffee houses, and in similar areas where potential Harrison visitors frequent. This will create hundreds of “walking advertisements” for Harrison throughout Vancouver, not only on the day, but repeatedly, every time these people use the umbrella. They will have the Harrison logo, slogan and website printed on them, and fun captions will add to their novelty (“*$#! this rain, let’s go to Harrison Hot Springs!”, “Natural water should come from the earth, not the clouds!”, and “Harrison has my needs covered”). The other items (pens, towels, stress balls) will be bundled into the drawstring bags (a “goodie bag”) and offered as a free gift when booking a Harrison weekend with a travel agent. This caters for 2,000 bookings, representing an excellent booking turnout (est. revenues of $1.5M – $1.9M). The goodie bags will also be included in the radio winner pack (Campaign 3). Any balance can become spot prizes for online social media competitions. CAMPAIGN 3: WEB SITE & ONLINE PRESENCE OVERHAUL Campaign Cost: $7,800.00 (see Campaign Cost Appendix) Measurements: Measurement of web activity (clicks), growth in Twitter followers/activity and Facebook activity will be monitored and analysed, then related back against existing data, and stacked against the 2012 visitor statistics. CAMPAIGN SUMMARY The existing Harrison website (www.harrisonresort.com) is functional but not very appealing. In contrast, www.tourismharrison.com is entertaining, appealing and interactive. There is also www.harrisonhotsprings.ca which is the town’s official site. There is also a separate site, www.harrisonhotsprings.com. These unaffiliated sites need to be consolidated to remove confusion, and at the same time made more attractive. During our campaign, we will be encouraging people to access the site for information and event news, so we will undertake efforts to make sure it caters towards the new traffic and unifies our marketing direction throughout all campaigns. Similarly, we will be growing social network buzz, so we will ramp up Harrison’s I.M. and social networking efforts. We will ensure Harrison’s Twitter feeds and Facebook pages are well monitored and constantly updated. Furthermore, we will massively increase our database of online followers and subscribers, which we will then maintain contact with into the follow up campaigns to grow their loyalty and public awareness. Lastly, we will undertake a project to perform a full S.E.O. and Google analytics overhaul of the web site’s back end. MEDIA Media are the revitalised, consolidated and optimized Harrison Hot Springs website, and their Twitter/Facebook profiles and response/posting policies.
CAMPAIGN 4 (PART 1): RADIO COMPETITION Campaign Cost: $11,600.00 (see Campaign Cost Appendix) Measurements: Call in rates, online entrants and measurements against the station’s audience statistics will be used to measure the penetration and success of this campaign. CAMPAIGN SUMMARY By carefully selecting an appropriate radio broadcast station to host a fun call-in competition to win a tailored a prize package, we can reach and appeal to an audience which resonates with what Harrison has to offer.
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The prize includes a 2-night stay at one of Harrison’s 4-star hotels, and coupons/vouchers to partake in numerous activities at the hotel and surrounds. This includes spa treatments, access to various amenities, a $100 restaurant voucher, and water sport passes (e.g. skiing, parasailing, jet-ski rental). By packaging these experiences together, the prize is a valuable incentive for people to actually use it, and improves the chances that they will return home an advocate of Harrison, and spread a good word. The prize must be “something special” to create loyalty. The competition will run for 2 weeks during the station’s morning and afternoon drive time slots, culminating in the grand prize hot tub giveaway (see Campaign 4 (Part 2) below). MEDIA Radio has an excellent ability to target demographics and control reach. Bearing in mind our aim is to broaden the appeal of Harrison to a younger audience, the campaign targets the A2+ demographic (20+y/o, mid/higher income). Our chosen station is “94.5 The Beat”, which targets programming at 18-34 year old affluent listeners. The Beat is a Vancouver-based station with 450,000 listeners in the Lower Mainland, Vancouver Island, Fraser Valley and slightly across the border. The Beat describes its audience as “loyal and unique, high disposable incomes, media savvy, employed full time, educated, eclectic, non-traditional, entertainment / lifestyle oriented, trend setters. This audience is the largest consumer group since the baby boomers.” (FM, 2011). According to PPM Top Line statistics, The Beat also commands an 8.7% audience share across all Vancouver Central commercial stations in the Adult 2054 category (Radio, 2011). Furthermore, The Beat has over 19,500 fans on Facebook, and they have posted almost 2,000 tweets to over 14,000 followers. Our I.M.C. encompasses new media platforms, so this is a major appeal since The Beat communicates and promotes its competitions via social media as well. Another viable option would be QM/FM, a Vancouver-based soft rock station with a slightly older demographic. Latest PPM figures show that QM/FM leads the target group of adults 25-54 with a 9.4% audience share. QM/FM has social media following of around 2,900 Facebook followers, and their 470 tweets have reached 657 followers.
CAMPAIGN 4 (PART 2): BUZZ MEDIA CAMPAIGN Campaign Cost: $9,300.00 (see Campaign Cost Appendix) Measurements: Buzz campaigns exist to create awareness; therefore we will conduct awareness surveys as required to measure success, as well as keyword monitoring on online channels to see what buzz stems from this campaign. CAMPAIGN SUMMARY Harrison needs to gain ground with a younger, more social-network-savvy demographic. Creating buzz is a key way to get credible marketing messages across, with a unique approach to create conversation. It creates and stimulates conversation which translates into interest, and ultimately new customers. Since Harrison is famous for its natural hot springs and relaxing experience, we want to get this fact across in an ingenious way. MEDIA Buzz media relies on interactive, novelty conversation starters as a communication vehicle. We will install a fully functional hot-tub at popular public locations downtown for the duration of the radio campaign. The curious installation, steaming in the late winter cold, will create an immensely interesting buzz marketing tool, with people taking photographs, Tweeting and talking about it on Facebook and in person (“water cooler” buzz). The hot tub will be branded with Harrison imagery and information, have large catchy phrases printed on its sides, as well as advertising for the radio station competition and their logo. The hot tub can change locations over the interim weekend (or more often) to broaden its exposure across the downtown Vancouver area as well.
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The hot tub will have “Win Me!” branded on its sides. The concept is that winners of the radio competitions are entered to win the same hot tub after its two-week tour. People can also enter by clicking “Like” on Harrison’s Facebook page, and filling in basic information (links accessible via the Harrison website and also Twitter). Links will also be created between the radio station’s promotion of the daily competition and the grand prize entry page. This innovative campaign will create an immense amount of online/new media buzz and awareness of Harrison. CAMPAIGN 5: GROUPON (SUPPLEMENTAL) As we approach the low season, we will approach Harrison hotels interested in participating in a Groupon marketing campaign to hopefully stimulate holiday season travel. The Groupon marketing concept aims not at turning a profit, but more at recuperating fixed industry costs, especially in service industries. The Groupon model assumes a 50% discount for buyers, and a further 25% fee to Groupon. While the 25% charged is minimal, it will cover fixed costs, Start/Stop numbers can be tailored to suit the hotel, and time windows can be applied to suit low periods. Furthermore, it is reasonably presumed that Groupon buyers will bring children/family along, eat in the restaurants and partake in hotel and community activities, thus stimulating revenue. INTEGRATED MARKETING COMMUNICATIONS CAMPAIGN – 2013 The 2012 campaign year will increase tourism numbers by an estimated 50%. This additional revenue is based on an assumed 50% average annual hotel occupancy rate. This projects to $7.5M in revenue in 2012, therefore the 2013 I.M.C. budget will increase to $150,000.00 (2% * $7.5M). Most successful campaigns from 2012 will repeat again in 2013 under the same format and frequency, except the website revamp. The buzz campaign will be repeated using a different installation to stimulate interest and online conversation (depending on costs, generated interest and overall success from 2012). See attached (Appendices for budget and Implementation Plan for the 2013 campaign). In addition, three new campaigns have been added to the implementation plan to sustain the 2012 interest. HD promo videos, movies at the beach, and tourism activity brochures placed on ferries will be added to the 2013 I.M.C. CAMPAIGN 1: HD YOUTUBE VIDEO PRODUCTION Campaign Cost: $25,000 (see Campaign Cost Appendix) Measurements: Ad views as a percentage of related video views, reported by YouTube analytics. CAMPAIGN SUMMARY Several HD videos, containing footage from Harrison’s 2012 campaign and local activities, will be compiled and broadcasted throughout the year on online websites (e.g., targeted YouTube searches). An online HD video will allow wider spread of the advertisement at a cost-effective rate. They will differ from the existing promo videos in that they will be more dramatic, involving and upbeat, without narration (more suited towards television/online). Three HD videos of approximately 30 seconds each will showcase what Harrison has to offer for summer outdoor activities, winter outdoor activities, and year round indoor activities. These videos will be uploaded to YouTube and used as YouTube TrueView in-stream advertisements (YouTube TrueView Video Ads, 2011). Online video ads on YouTube were chosen over TV ads not only because of high television costs with little measurement mechanisms, but also since brand recall, message recall, and likeability were greater online (YouTube Instream Ads, 2011). A YouTube presence will also compliment the website S.E.O., and create the option of S.E.M. in the future.
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CAMPAIGN 2: MOVIES ON THE BEACH Campaign Cost: $12,900 (see Campaign Cost Appendix) Measurements: Counting of viewership, compared with overall visitor statistics for same time last year. CAMPAIGN SUMMARY The summer months in Harrison provide ample daytime outdoor activities but lack activities for the evening. Adding a summer-long weekend outdoor movie viewing experience on the beach will provide an additional opportunity for tourists to experience Harrison’s beautiful environment during the evening. Local food vendors and entertainers will benefit from the outdoor movies too as they will be given the opportunity to sell and perform in the movie vicinity. MEDIA Every Saturday during the last two weeks of July and entire August, Harrison will showcase a popular or classic family oriented movie along the beach, using the services provided by Fresh Air Cinema (Cinema, 2011), a Canadian outdoor movie service provider. The company successfully partnered with the City of Vancouver during the summer of 2011 to provide free outdoor movies in public parks and locations. Public admission will be free of charge. CAMPAIGN 3: ACTIVITY BROCHURES AND DIGITAL AD IN B.C. FERRIES Campaign Cost: $5,526.75 (see Campaign Cost Appendix) Measurements: Survey percentage of visitors influenced by brochures/digital media, and measure brochures taken CAMPAIGN SUMMARY Brochures remain the number one visitor information source during a trip as they are simple to understand yet effective. In addition, 69% of brochure readers take part in the suggested activities or visit the attractions as a result of the brochure (See Appendix 8). Tourism Harrison can take advantage of the brochure marketing opportunity by placing activity information brochures within the ferries along major routes. MEDIA Brochures outlining outdoor activities in Harrison will be produced and printed in a tri-fold colour format. Brochure stands onboard ferries are controlled by Certified Folder Display Service Canada. Brochures will be displayed onboard ferries on major routes (1, 2, 3, 9, 30) for 12 months, accumulating a total annual passenger (impressions) of 13,860,129 (see Appendix 9). The distribution and stocking of brochures will be managed by Certified Folder Display Service Canada, responsible for managing brochures onboard BC Ferries. In addition, digital media ads (videos) will be shown onboard the ferries on three major routes: Victoria to Vancouver; Nanaimo to Vancouver; and Sunshine Coast to Vancouver. The videos created for the YouTube ad campaign will be used for the 30 second digital media ad onboard ferry boats.
CONCLUSION There is a definite opportunity for Harrison to capture a great portion of a younger (Gen X & Y) holidaymaker market, while still retaining its attraction for the existing older demographic. Harrison’s various outdoor activities, busy event calendar and healing springs provide a marketable foundation for the resort to compete with the top attractions in British Columbia, by simply using a more effective integrated campaign. If Harrison follows the steps provided in the I.M.C. proposal, the resort can reach its estimated sustainability and profitability goals, and rebrand itself as a vibrant holiday destination.
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APPENDICES
1. Course Concepts 2. Bibliography 3. Resort Facilities Comparison Chart 4. 2012 Campaign Implementation Plan 5. 2012 Campaign Costing Schedule 6. 2013 Campaign Implementation Plan 7. 2013 Campaign Costing Schedule 8. 2010 Brochure Influence Report 9. B.C. Ferries Brochures Cost and Distribution Data
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