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Table
Of
Contents





1.0
Executive
Summary………………………………………………………………………………………………………………………………………...….……
3

2.0
Background……………………………………………………………………………………………………………………………………………………………..
5

2.0
The
Company…………………………………………………………………………………………………………………………………………………………..
7

3.1
Goals
&
Objectives………………………………………………………………………………………………………………………………………...
7

3.2
Products
and
Services…………………………………………………………………………………………………………………………………...
7

3.3
Management
Team…………………………………………………………………………………………………………………………………….....
8

3.3
Organizational
Structure……………………………………………………………………………………………………………………………….
8

3.4
Human
Resource
Plan…………………………………………………………………………………………………………………………………...
8

4.0
Project
Schedule
and
Implementation……………………………………………………………………………………………………………………....
9

5.0
Operations
Plan……………………………………………………………………………………………………………………………………………………..
10

5.1
Location……………………………………………………………………………………………………………………………………………………..
10

5.2
Scheduling……………………………………………………………………………………………………………………………………...…………..
10

5.3
Risk
Management………………………………………………………………………………………………………………………………………..
10

6.0
Marketing
Plan…………………………………….………………………………………………………………………………………………………………..
12

6.1
Tourism
Market
Opportunity………………………………………………………………………………………………………………………
12

Background
on
the
Arviat
Community
Ecotourism
(ACE)
Initiative

6.2
Marking
Strategies………………………………………………………………………………………………………………………………………
16

7.0
Financial
Plan
and
Projections………………………………………………………………………………………………………………………………..
17


 7.1
Individual
Tour
Costing…..…………………………………………………………………………………………………………………………..
17

7.2
Cash
Flow
Statement…………………………………………………………………………………………………………………………………..
20

8.0
Appendices
…………………………………………………………………………………………………………………………………………………………..
21

8.1

Photos……………………………………………………………………………………………………………………..……………………….………..
21

8.2

Letter
of
support………………………………………………………………………………………………………………………………………..
22







 2

1.0
Executive
Summary




Billy
Ukutak
is
a
local
tour
operator.

He
has
recently
started
a
Boat
Tour
business
called
Nibviaq’s
Arviat
Tours
(NAT)

and
began
running
a
series
of
tests
with
non‐intentional
tourists
(local
business
travelers,
consultants
and
local
teachers).

The

tours
take
people
to
Sentry
Island
(an
historic
site
off
the
coast
of
Arviat)
and
the
surrounding
area
for
whale
watching
and

fishing.

He
would
like
to
lengthen
his
season,
and
provide
alternatives,
due
to
unpredictability
of
local
weather
for
boat
tours,

by
also
providing
land‐based
activities.

His
tours
will
be
based
around
the
mode
of
transportation
(boat,
ATV,
ski‐doo),
the

wildlife
being
viewed,
the
history
and
significance
of
sites
visited
and
his
interpreting
and
story
telling
abilities.

NAT
will
need

to
purchase
2
additional
ATV’s
to
add
to
his
existing
fleet
of
2.

The
ATV’s
would
be
used
for
ATV
tours
out
on
the
land,
for
local

rental,
and
for
logistical
support
of
other
tourism
businesses
in
the
community.




Through
NTI
funding,
the
community
of
Arviat
is
engaged
in
an
ecotourism
development
program
which
will
see
the

creation
of
an
internationally
competitive
and
unique
wildlife
viewing
and
Inuit
cultural
experience
that
does
not
exist
in
the

marketplace
(referred
to
as
the
ACE
Initiative
–
Arviat
Community
Ecotourism).

It
presents
an
opportunity
to
create
a
true

community‐based
tourism
enterprise
that
maximizes
local
involvement,
employment
and
control.
Part
of
this
mandate
is

providing
expertise
in
areas
such
as
hospitality,
marketing,
guide
training,
community
tourism
program
development,
and

community
consultation.
In
each
of
these
areas
the
intent
is
for
the
specialists
to
work
with
local
trainees
to
begin
to
develop

the
necessary
capacities
within
the
community
to
sustain
the
program
once
it
is
up
and
running
as
a
viable
community

tourism
enterprise
(2012).

A
key
aspect
of
this
initiative
will
be
in
its
marketing.

The
program
has
identified
NAT
as
a
key

deliverer
of
tour
operating
programs
such
as
boat,
ATV,
and
skidoo.

His
tours
and
logistical
support
would
be
both

independently
operated
and
marketed
as
well
as
be
part
of
a
larger
community
initiative
that
would
see
the
creation
of

packages
of
which
Nibviaq’s
Arviat
Tours
(NAT)
would
be
a
component.





The
target
market
for
this
business
will
initially
be
Churchill
operators
wishing
to
extend
their
packages
to
Arviat
for
a

cultural
/
wildlife
experience.

Eventually
this
will
expand
to
all
travelers
seeking
out
an
authentic,
cultural
and
wildlife

experience
in
the
north.

The
main
pull
will
be
wildlife
with
an
added
draw
being
the
unique
cultural
experiences
offered
in
the

community
and
through
the
Inuit
guides
on
the
land.

ACE
will
engage
in
a
comprehensive
marketing
program
that
will
see

community
based
ecotourism
businesses
and
operations
marketed
through
an
in
depth
web
presence,
partnerships
with

inbound
operators,
as
well
as
the
creation
of
a
Community
Tourism
Development
Officer
(TDC).

The
TDC
will
be
responsible



 3

for
marketing
community
tourism
businesses
and
coordinating
the
various
operators
and
inbound
operators
/
tourists,
so

small
local
businesses
like
NAT
will
have
strong
marketing
suport.



NAT
will
be
a
family
owned
and
operated
business.

Billy
has
worked
for
the
last
25
years
with
Arviat
Education

Department
as
Arviatmiut
Historian,
Land‐skills
Instructor,
Guide
and
School
Counselor.

He
has
a
great
knowledge
of
the
land,

his
culture
and
history
and
a
passion
to
share
this
with
others.

He
has
two
daughters,
Susan
Ikakhik

and
Jocelyn
Malla
,
that

will
be
part
time
employees
of
the
business.

Susan
has
had
training
and
experience
in
book
keeping
and
Jocelyn
has
some

experience
marketing.




 

Set
up
for
the
program
involves
some
on
going
training
and
certification
including
the
eco‐guide
training
program

offered
by
Wes
Werbowy
through
the
ACE
Initiative
this
coming
October.

It
will
involve
the
purchasing
of
equipment
such
as

ATV’s
and
some
safety
gear
required
for
land‐based
activities.

Billy
is
currently
waiting
on
an
insurance
application
from

Nunavut
Tourism.

He
will
also
be
securing
the
necessary
certifications
to
commercially
operate
his
boat.

Provided
he

received
funding
for
ATV’s
and
insurance
from
Nunavut
tourism
he
could
begin
running
land‐based
operations
as
early
as
this

fall
for
non‐intentional
tourists,
and
begin
marketing
externally
for
the
winter
of
2011,

The
ACE
Initiative
will
be
bringing
in

regular
visitors
by
Spring
2012.




This
is
a
viable
business
model
as
it
takes
advantage
of
the
innate
skill
sets
of
Billy
Ukutak,
while
piggy
backing
on
the

ACE
Initiative
to
assist
in
marketing
and
developing
some
of
the
skills
that
NAT
currently
lacks.

The
geographic
location
of

Arviat
is
ideal
in
that
it
is
in
close
proximity
to
Churchill
and
can
take
advantage
of
existing
clientele
looking
for
a
more

authentic
cultural
experience.

This
will
enable
Arviat
to
become
an
extension
of
Churchill
and
rely
on
Churchill
operators

existing
infrastructure
while
Arviat
becomes
more
established.

As
well
it
is
one
of
the
southern
most
points
in
Nunavut

allowing
for
the
more
efficient
and
cost
effective
access.





Billy
wants
to
engage
in
something
that
he
loves
to
do
and
which
he
is
good
at
doing.

He
has
been
doing
it
informally
for
years

with
teachers
and
students.

Now
he
wants
to
formalize
it
and
turn
it
into
a
business.

The
market
is
already
there
in
the
form

of
unintentional
tourism
and
will
continue
to
grow
through
the
ACE
Initiative.

The
business
will
be
sustainable
on
the
long

term
provided
that
NAT
receives
the
proper
training
and
mentoring
in
marketing
and
will
continue
to
mentor
its
own

products
either
through
a
Tourism
Development
Officer
in
town
or
independently.

Marketing
needs
to
be
on
ongoing
priority

of
tourism
initiatives
in
this
community.



 4

2.0
Background



A
team
of
tourism
product
and
marketing
specialists
(The
Tourism
Company
team)
was
retained
by
Nunavut
Tunngavik
Inc

(NTI)
in
October
2009
to
begin
implementing
the
Arviat
Community
Ecotourism
Initiative
(ACE).
Funding
for
the
team
of

specialists
involved
in
implementing
this
program
is
being
provided
in
large
part
from
the
Conservation
Areas
Inuit
Impact

and
Benefit
Agreement
(CA
IIBA).
The
team
specialists
provide
expertise
in
areas
such
as
hospitality,
marketing,
guide

training,
community
tourism
program
development,
and
community
consultation.
In
each
of
these
areas
the
intent
is
for
the

specialists
to
work
with
local
trainees
to
begin
to
develop
the
necessary
capacities
within
the
community
to
sustain
the

program
once
it
is
up
and
running
as
a
viable
community
tourism
enterprise
(2012).

The
Arviat
ecotourism
project
presents
an
opportunity
to
develop
an
internationally
competitive
and
unique
wildlife
viewing

and
Inuit
cultural
experience
that
does
not
exist
in
the
marketplace.
It
presents
an
opportunity
to
create
a
true
community‐
based
tourism
enterprise
that
maximizes
local
involvement,
employment
and
control.
The
Arviat
ecotourism
project
could
be

a
success
model
for
Northern
tourism
by
2013.





The
central
idea
is
to
attach
this
community
cultural
program/experience
to
as
many
land‐based
and
wildlife‐viewing

programs
as
possible
to
create
week
long
and
possibly
multi‐week
programs
and
packages
(as
illustrated
in
the
following

diagram).
The
program
has
identified
Bill
Ukutak
as
a
key
operator
for
providing
quality,
safe
and
professional
land
and
water

based
wildlife
tours.

Billy
was
well
on
his
way
in
starting
his
business,
Nibviaq’s
Arviat
Tours
(NAT).


The
program
identified

his
business
as
being
one
of
the
closest
to
being
market
ready
as
well
as
being
run
by
a
knowledgeable
and
professional

operator.

The
program
has
begun
to
mentor
and
assist
Billy
with
his
business
start
up
and
planning.

NAT
will
become
one
of

the
components
of
ACE
(Arviat
Community
Ecotourism)
and
will
immediately
benefit
from
its
training
programs
and

marketing
strategy.

NAT
will
be
able
to
piggy
back
off
of
the
ACE
initiative
and
begin
to
host
visitors
as
well
as
gain
more

knowledge
on
marketing
so
that
the
business
will
also
be
able
to
market
independently.



Billy
Ukutak
has
been
planning
to
start
a
tour
operator
business
for
a
number
of
years.


He
has
been
waiting
until
his

retirement,
which
will
be
occurring
at
the
end
of
this
year,
to
do
so.

The
timing
of
the
ACE
Program
was
fortunate
as
it
will

enable
Billy
to
accelerate
his
operations
and
allow
him
to
be
able
to
focus
primarily
on
the
operations
/
logistics
side
of
the

business
while
slowly
developing
the
marketing
side
through
training
and
mentoring.

The
following
diagram
illustrates
the

ACE
model
–
NAT
would
be
one
of
the
local
service
providers
on
the
right
side.



 5













 6

3.0
The
Company



3.1
Goals
&
Objectives



The
goal
of
this
business
is
to
create
a
profitable
venture
that
will
employ
family
members
and
local
people
in
a
meaningful

and
enjoyable
occupation
that
is
based
on
traditional
skills
and
the
natural
abilities
of
the
Inuit
people
of
Arviat.



The
objectives
are
to
provide
educational
cultural
and
wildlife
land
and
water
based
experiences
for
tourists
coming
to
Arviat

during
the
Spring,
Summer
and
Fall.



3.2
Products
and
Services



NAT
currently
runs
unofficial
water‐based
tours
to
Sentry
Island
and
other
cultural
points
of
interest.

This
is
a
recently

developed
business
in
its
first
year
of
operations.

It
has
not
had
any
previous
funding
or
external
lending.

Because
of
seasonal

and
weather
restrictions
for
water
based
activities,
the
operator
is
expanding
his
business
to
include
land
based
tours

including
ATV’s
tours,
ski
doo
tours
and
walking
tours.

The
business
would
also
include
ATV
rentals.





The
business
will
run
from
early
March
through
to
November.

The
products
and
services
delivered
will
be
based
on
the

season,
which
affects
the
mode
of
transportation
and
wildlife
/
activity
focus.

The
following
graph
shows
the
operating
season

and
the
products
that
will
be
offered.





Month
 Mar
 April

 May
 June
 July
 August
 Sept.
 Nov.

Activity
 Igloo

 Caribou
 Birds
/
 Birds
/
 Whale/
 Whale/
 Bear
 Bear

Fishing
 Fishing
 birds/
 Bear/

fishing

 Cari‐
bou

Transport‐ Sled
 Sled
 Sled
/ATV
 ATV/
 ATV/
 ATV/
 ATV/
 Sled

ation
 Boat
 Boat
 Boat
 Boat





 7



3.3
Management
Team



Nibviaq’s
Arviat
Tours
is
a
family
business.





Billy
Ukutak
–
Manager.

Billy
was
born
and
raised
in
Arviat.

He
has
25
years
of
guiding
experience
in
which
has
run
trips
for

30
–
40
students
and
smaller
groups
of
visitors
to
Arviat.

He
has
worked
for
30
years
with
Education
Department
as

Arviatmiut
Historian,
Land‐skills
Instructor,
Guide
and
School
Counselor.

Billy
has
a
great
knowledge
of
the
Land
and
wildlife,

and
loves
to
share
stories
of
he
past
and
histories
of
the
various
sites
and
artifacts
of
Arviat.



Susan
Ikakhik
–
Book
Keeper.


Has
worked
as
a
GN
Finance
clerk
at
the
Nunavut
Housing
Corporation
for
the
last
5
years.

She

has
been
trained
as
an
Accounts
Payable
Clerk.



Jocelyn
Malla
–
Marketing.

Currently
teaches
Grade
7
and
8.

Has
a
Bachelors
of
Arts
degree
as
well
as
a
Teachers
certificate.


Has
computer
skills
and
experience
in
marketing
for
Dance
Battles.



Peter
Meekeeyuneak
–
Eco‐guide.

Certified
guide,
with
over
20
years
of
guiding
experience.

Also
an
experienced
fishing
guide.



3.3
Organizational
Structure



The
business,
Nabviaq’s
Arviat
Tours
(NAT),
is
a
sole
proprietorship
and
is
licensed
under
the
Arviat
Hamlet
Licensing
By‐Law

to
Billy
Ukutak
to
carry
out
Local
Outfitting
and
Touring.

Billy
Ukutak
is
the
owner,
operator
and
head
guide.





3.4
Human
Resource
Plan



As
the
tourism
market
in
Arviat
is
in
its
infant
stage,
there
is
not
currently
enough
revenue
to
employ
multiple
people
full
time.


All
of
the
employees
of
NAT
have
additional
full
and
part
time
jobs.

NAT
also
employs
certified
eco
guides
and
cooks
at
a

needs
basis.

As
the
business
grows,
NAT
will
be
able
to
employ
more
people
for
longer
periods
of
time
eventually
hiring
on

fulltime
staff.





 8





4.0
Project
Schedule
and
Implementation



NAT
is
currently
running
small
groups
of
tours.

The
present
clientele
is
primarily
based
on
non‐intentional
tourism

(consultants,
government
employees,
friends
and
family).

Late
October
and
early
November
will
see
the
beginning
of

organized
tours
coming
in
for
the
bear
season.





NAT
wishes
to
purchase
ATV’s
for
the
up‐coming
bear
season
for
land‐based
tours.

Assuming
funding
was
granted,
NAT

would
begin
to
run
tours
this
Fall,
and
Spring.

Funding
would
be
spent
on
ATV’s
and
some
minor
safety
gear
such
as
CB
radios

and
first
aid
kits.




As
NAT
is
currently
running
tours
there
is
very
little
in
the
way
of
set
up
required.

NAT
currently
has
2
ATV’s
for
tour

purposes.

They
also
have
much
of
the
operations
gear
necessary,
such
as:
safety
gear
(flares,
rifles,
communication,
rope),

camping/cooking
equipment,
sat
phone,
etc.

There
are
certified
eco‐guides
in
the
community
including
Billy
Ukutak.

Billy
will

be
attending
a
3
week
eco
guide
course
this
fall
with
Eco‐Guide
Trainer
Wes
Werbowy,
which
will
further
his
guiding
and

interpretation
skills.





NTI
has
committed
to
5
years
of
developing
tourism
in
Arviat.

Consultants
have
been
working
with
NAT
doing
training
and

mentoring.

They
will
be
creating
a
community
website
and
tourism
coordinator
position,
which
will
be
the
basis
for

marketing
all
ecotourism
businesses
within
the
community
including
NAT’s.

They
are
also
packaging
various
programs
that

will
involve
NAT’s
land
based
and
water
based
tours.

They
have
been
establishing
partnerships
with
various
operators
to
sell

these
packages
to
market.

ACE
will
have
a
practice
program
this
fall,
then
a
FAM
trip
this
April
all
of
which
NAT
will
be
apart

of.

Ideally
trips
will
start
running
in
Spring
2012.















 9



5.0
Operations
Plan



5.1
Logistics



Billy
Ukutak
will
be
the
manager
and
primary
guide
for
all
tours.

Group
sizes
will
be
a
maximum
of
10
with
no
minimum

provided
that
they
are
willing
to
pay
the
minimum
price.

For
group
sizes
over
6
or
harder
to
manage
groups
(physical

restrictions)
and
for
over
night
igloo
programs
he
will
higher
additional
guides
as
per
a
needs
basis.

The
operations
hub
will

be
based
out
of
my
home
where
I
will
store
all
equipment
and
engage
in
any
mechanical
necessities.



Tours
will
be
conducted
in
the
surrounding
area
of
Arviat
and
will
be
dictated
by
weather
and
focus
of
tour.

Land
based
trips

will
not
exceed
29
miles,
unless
camping
or
over‐nighting,
to
allow
for
adequate
return
time
and
for
any
contingencies
that

could
occur,




5.2
Scheduling



Most
of
his
tours
will
be
day
long,
leaving
after
breakfast
and
returning
before
dinner.

He
will
be
providing
lunch
on
the
land.


Due
to
the
varying
seasonal
aspect
of
Arviat
different
seasons
will
have
a
different
focus.

For
instance
March
will
have
a
focus

on
Igloo
building,
April
on
the
caribou,
May
and
June
will
be
primarily
birding
and
cultural
tours,
July
and
August
is
fishing,

flower
and
fauna,
and
the
fall
will
have
a
primary
focus
on
bear
viewing.

This
will
dictate
the
content
of
the
tour
as
well
as

where
and
how
they
travel.



As
tourists
typically
do
not
adhere
to
a
7‐day
work
schedule
tours
will
be
run
whenever
there
is
interested
clients
providing

that
there
is
at
least
2
or
that
the
client
is
willing
to
pay
the
minimum.



5.3
Risk
Management



Billy
has
a
good
sense
of
safety
and
risk
management.

He
has
specific
plans
built
into
the
different
tours
that
he
will

undertake.

The
primary
factor
in
Arviat
is
weather.

The
community
is
quite
adept
at
knowing
when
bad
weather
is
coming.


Tours
will
be
altered
or
cancelled
if
weather
is
not
suitable.

Alternatives
will
be
provided
such
as
cultural
performance
and



 10

story
telling
or
change
in
destination
or
mode
of
transportation.

For
instance
if
it
is
too
windy
for
boat
travel
an
ATV
tour
will

be
organized.



All
NAT
tours
will
be
equipped
with
GPS
and
Satellite
phones.

Billy
uses
an
emergency
back
up
guide
who
is
on
call
when
a

group
heads
out.

If
they
run
into
mechanical
problems
or
get
stuck,
they
would
call
this
guide
to
come
up
and
help
get
people

back.


The
community
has
Search
&
Rescue
that
are
on
call
and
trained
in
emergency
procedures
for
more
severe
situations
or

injury
there
are
a
number
of
helicopters,
float
planes
and
ski
planes
in
occasionally
in
Arviat
but
always
in
the
surrounding

towns.

NAT
has
an
emergency
procedure
in
place
that
they
go
over
with
each
of
the
clients
in
the
event
of
injury
to
the
guides.














 11

6.0
Marketing
Plan



The
Tourism
Company,
a
Toronto
based
consulting
firm,
through
monies
from
NTI
have
established
a
comprehensive

community
based
Ecotourism
development
program
called
the
ACE
(Arviat
Community
Ecotourism)
Initiative.

Part
of
this

program
is
an
extensive
marketing
plan
for
the
community
of
Arviat.

They
have
identified
NAT
as
an
operator
within
the

program
and
will
tie
this
business
into
all
of
their
marketing
strategies
and
tactics.







6.1
Tourism
Market
Opportunity



Arviat
is
located
in
a
unique
position
for
immediate
tourism
development.

It
is
in
close
proximity
to
Churchill,
which
sees
a

significant
number
of
annual
visitors
from
May
through
to
November.

Churchill
operators
have
expressed
a
desire
from
their

clients
to
experience
more
authentic
cultural
Inuit
experiences
than
the
Churchill
operators
can
provide.

Many
are
keen
to

bring
their
clients
to
Arviat
to
achieve
this.

This
is
an
obvious
avenue
for
entry
of
Arviat
into
the
tourism
industry.



Arviat
is
also
one
of
the
most
southern
Nunavut
communities
and
is
thus
more
accessible
than
other
arctic
locations.
The

following
is
an
overview
of
the
markets
being
targeted
through
the
ACE
initiative.




The
following
chart
illustrates
the
numbers
of
Canadian
overnight
pleasure
travelers
in
2004/05
that
participated
in
relevant

wildlife
viewing
and
Aboriginal
cultural
experiences.
They
clearly
show
the
larger
market
interest
in
wildlife
viewing,
but
still

very
sizeable
markets
with
an
interest
in
both
wildlife
viewing
and
cultural
experiences.
The
Canadian
market
for
Arviat

product
would
be
a
sub
segment
of
these
interest
markets.
Approximately
2.5%
of
the
wildlife
travelers
stayed
in
a
remote
fly‐
in
wilderness
lodge.
These
travelers
have
a
higher
than
typical
propensity
for
active
outdoor
activities
like
hiking,
boating,

paddling,
wilderness
activities
and
snowmobiling
and
ATVing.

If
we
assume
the
broad
market
pool
of
Canadian
travelers
is

those
interested
in
wildlife
viewing
and
staying
at
a
remote
wilderness
lodge
the
market
size
would
be
close
to
200,000

people,
or
close
to
90,000
interested
in
an
Aboriginal
cultural
experience
and
staying
at
a
remote
wilderness
lodge.






 12

 





The
following
chart
shows
the
comparative
figures
for
the
US
overnight
pleasure
traveler
market.
Once
again
wildlife
viewing

is
of
larger
market
interest
but
the
size
of
the
segment
with
an
interest
in
Aboriginal
cultural
experiences
is
large
in
absolute

terms.
If
we
assume
the
market
opportunity
for
Arviat
is
the
US
travelers
with
an
interest
in
wildlife
viewing
and
staying
in
a

remote
wilderness
lodge
the
number
is
close
to
900,000
people,
while
the
equivalent
number
for
those
interested
in

Aboriginal
cultural
experiences
and
staying
in
remote
wilderness
lodges
is
close
to
700,000.






 13

 



The
CTC
Explorer
Quotient
market
segments
provide
further
insight
into
the
product/experience
interests
of
US,
Canadian
and

overseas
pleasure
travelers
that
could
be
interested
in
the
Arviat
experience.
The
two
segments
most
relevant
from
a

marketing
perspective
are
Authentic
Experiences
(representing
12%
of
the
Canadian
travel
market
and
13%
of
the
US
and

14%
of
the
German
markets)
and
Cultural
Explorers
(representing
12%
of
Canadian,
13%
of
US
and
14%
of
German
traveler

markets).
The
following
are
short
product
interest
profiles
of
these
Explorer
types.



Authentic
Experiences



 14

 o Like
to
integrate
into
local
cultures,
eat
authentic
foods
and
learn
the
language,
learn
al
they
can
about

cultures

o Seeking
to
live
as
authentically
as
locals

o Travel
is
about
personal
development

o Most
highly
educated
and
affluent
segment


o Look
for
outdoor
adventures
–
beautiful
landscapes,
wildlife,
historical/cultural
sites

o Website
is
the
gateway
to
a
business
for
this
market

o Into
ethical
consumption
and
understated
travel


Cultural
Explorers

o Seek
authentic
experiences


o Educated
and
fairly
affluent

o Not
afraid
to
venture
into
the
unknown

o Travel
is
a
journey
not
a
destination

o Interest
in
Aboriginal
culture


o Aside
from
hiking
and
walking
not
into
outdoor
activities

Interest
in
Arctic
and
Antarctic
tourism
is
growing.
At
present
Norway
(Svalbard
Islands),
Greenland,
Antarctica,
Alaska
and

certain
areas
in
Canada
are
the
main
destinations
for
tourists
looking
to
experience
arctic
activities
and
northern
wildlife.
It
is

estimated
there
are
over
20,000
people
who
visit
Churchill
every
year
to
view
wildlife.
From
interviews
with
operators

running
tours
into
Churchill
it
is
evident
that
a
proportion
of
this
market
has
an
interest
in
venturing
further
north
and
having

a
more
intimate
experience
with
wildlife,
as
well
as
experiencing
the
Inuit
culture.
The
potential
for
Arviat
is
good.





 15



6.2
Marketing
Strategies



Research
from
the
ACE
initiative
clearly
points
to
Market
Demand
for
Inuit
Cultural
Experience
and
more
intimate
wildlife

encounters.

Arviat
has
an
abundance
of
both
of
these
elements
and
is
ideally
situated
to
geographically
to
provide
access
to
a

growing
consumer
base.

NAT
will
piggyback
on
the
market
development
work
that
is
being
done
as
part
of
the
ACE
Initiative.


This
involves
a
web
presence
(web
site,
with
links
to
websites
such
as
Facebook,
Twitter,
Youtube
and
google),
partnerships

with
tour
operators,
mentoring
and
training
a
tourism
coordinator
(who
would
attend
trade
shows
and
engage
in
various

marketing
activities
in
behalf
of
Arviat
based
ecotourism
businesses.

NAT
will
have
representation
on
the
website
and

eventually
a
link
to
their
own
website.

NAT
will
be
directly
tied
in
to
the
ACE
Initiative
marketing
plan.

The
business
will

instantly
benefit
from
a
web
presence,
FAM
tours,
and
partnerships.



This
will
be
a
good
starting
point
for
NAT.

But
they
will
also
be
marketing
on
their
own.

Jocelyn
Malla
has
experience
in

marketing
and
will
be
employed
on
a
part
time
basis
to
develop
a
marketing
strategy.

This
will
include
web
development,

minor
advertising,
establishing
relationships
and
partnerships
with
inbound
operators,
and
creating
promotional
brochures.



NAT
will
also
provide
discount
prices
for
media
to
encourage
awareness
building
of
his
product
in
the
market
place.


They
will

also
continue
to
tape
into
the
non‐intentional
tourism
market
within
Arviat.



























 16

7.0
Financial
Plan
and
Projections



7.1
Individual
Tour
Costing



Through
the
assistance
of
Bill
Regoza,
a
tourism
marketing
and
product
development
specialist
based
out
of
Winnipeg,
a
price

system
was
created
for
the
various
tours
being
offered.



The
costing
is
based
on
the
necessary
expenses
for
each
tour,
the
standard
guiding
costs
and
taking
into
account
on
what
the

market
could
bare
as
well
as
considering
similar
markets
and
similar
tours.





The
following
is
a
breakdown
of
tour
costs
and
proposed
sale
prices:




ATV Tour
2 pax 4 pax 6 pax
# of ATVs 1 2 3
# of Passengers 2 4 6

Gas per ATV 50 50 50

Total Gas 50 100 150

Guide (per trip) 150 150 150

Food (per person) 30 30 30

Total Food 60 120 180

Misc. 20 20 20
Total Trip Costs 280 390 500
Total per person $140.00 $97.50 $83.33
Sale Price per person 199 150 150
Sale Price Group Total 398 600 900
* Prices based on 2 people per ATV


 17

 Boat Tour
2 pax 4 pax 6 pax
# of Passengers 2 4 6

Gas 150 150 150

Food (per person) 30 30 30

Total Food 60 120 180

Guide 150 150 150

Misc. 20 20 20
Total Trip Costs 380 440 500
Total per person 190 110 83.33333333
Sale Price per person 149 99 85
Sale Price Group Total 298 396 510

Ski Doo Tour

2 pax 4 pax 6 pax
# of Passengers 2 4 6
# of Sleds 1 2 2

Gas per Sled 60 60 60

Total Gas 60 120 120

Guide / Skidoo 150 150 150

Total Guide / skidoo 150 300 300
Total

Food Per Person 30 30 30


 18

 Total Food 60 120 180

Misc. 20 20 20
Total Trip Costs 290 560 620
Total per person 145 140 103.3333333
Sale Price 140 140 110
Sale Price Group Total 280 560 660

Night in a Igloo
2 pax 4 pax 6 pax
# of Passengers 2 4 6

Guide 75 150 225

Food Per Person 30 30 30

Total Food 60 120 180

Misc 20 20 20
Total Trip Cost 155 290 425
Total per person 77.5 72.5 70.83333333
Sale Price 75 75 75
Sale Price Group Total 150 300 450
* price based on two person occupancy










 19

7.2
Cash
Flow
Statement


Annual
Month O N D J F M A M J J A S Total
Sales:
ATV Tours 2394 4090 1800 0 0 0 0 0 8988 9882 11780 7978 46912
1020
Boat Tours 1686 0 0 0 0 0 0 0 1984 4392 4886 5612 28760
Ski Doo Tours 0 2240 3180 0 0 6460 5240 2340 1600 560 840 560 23020
Igloo Tours 0 0 0 0 0 3345 2940 0 0 0 0 0 6285
2000 1257 1415
Total Sales 4080 6330 4980 0 0 5 8180 2340 2 14834 17506 0 104977
Trip Costs
ATV Tours 1620 2680 1000 0 0 0 0 0 5800 6530 7700 5250 30580
1000
Boat Tours 2020 0 0 0 0 0 0 0 2400 5040 5540 6360 31360
Ski Doo Tours 0 2260 3150 0 0 6380 5220 2300 1530 580 870 580 22870
Igloo Tours 0 0 0 0 0 3345 2940 0 0 0 0 0 6285
1972 1219
Total Trip Costs 3640 4940 4150 0 0 5 8160 2300 9730 12150 14110 0 91095
Gross Profit (Cash
Remaining) 440 1390 830 0 0 280 20 40 2842 2684 3396 1960 13882

Operating Expenses:
20 20
Owner/management Salaries 200 200 200 0 0 200 200 200 200 200 200 200 2400
Marketing 0 0 0 0 0 0 0 0 0 0 0 0 0
Insurance 25 25 25 25 25 25 25 25 25 25 25 25 300
Depreciation 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 1.2
Repairs / Maintenance 5 5 5 5 5 5 5 5 5 5 5 5 60
23 23
Total Operating Expenses 230.1 230.1 230.1 0.1 0.1 230.1 230.1 230.1 230.1 230.1 230.1 230.1 2761.2
- -
23 23 - - 2611. 1729. 11120.
Net Profit 209.9 1159.9 599.9 0.1 0.1 49.9 210.1 190.1 9 2453.9 3165.9 9 8






 20

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 21