VISITOR VOLUME, ROOM REVENUES AND SEASONALITY
SITUATION ANALYSIS & KEY INSIGHTS
Fernie’ s tourism economy is seasonal with winter and summer generating the most visits and revenues( Figure 2) as a result of the popular activities available during those times and traditional vacation holiday travel times. Lodging revenue( more specific to yield and higher room rates) is greater during the winter months as a result of the strong regional and destination ski market. However, the volume of visitors is greater during the peak summer months.
Figure 2
Data from the Value of Tourism Study conducted by Tourism Fernie showed an average daily room rate during the winter season of $ 265 / night versus $ 161 during the summer. Figure 3 below shows the spread of room revenue from 2010 to 2018.
For over 50 years, winter ski tourism has been the largest producer of leisure-based tourism revenues and visitation in Fernie but has more recently seen slower growth compared to summer. Summer tourism has existed for decades, but it wasn’ t until approximately 2010 when summer visitation experienced more significant year-over-year growth. In fact summer room revenue increased 86 % from 2010 to 2018( June-Sept), while winter room revenues over the same period saw just an 18 % increase( Dec-Mar).
Spring and fall season represent significant growth opportunities as the official low or shoulder seasons, most specifically April, May, October and November. Since 2010, room revenues during these months have increased by 48 %, but as a less popular time of year for leisure travel room rates are lower.
INSIGHTS
Increasing the awareness and market-readiness of shoulder season experiences will grow tourism.
There is still room to maximize summer and winter seasons, and to shift / grow visitation to spring and fall.
The highest average nightly room rate and yield is in winter season.
Visitors, residents and local infrastructure are starting to feel some negative impacts of tourism during peak times.
The fluctuation of business levels due to seasonal tourism create staff retention and recruitment challenges.
Accommodators have begun to meet as a larger group more regularly to learn, grow and adapt, while sharing knowledge and identifying solutions to issues and opportunities.
Figure 3
19