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Saskatchewan

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Submitted By york1989
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ANALYSIS
Figure A. SWOT Analysis

Strengths • Geographic diversity and spread (30 provincial parks, 9 historical sites, 24 protected areas and 129 recreation sites)
• Highly personalized service
• Substantial source of revenue ($1.5 billion dollars in 2008-09)
• Supported by Ministry of Tourism, Parks, Culture, and Sport and works on behalf of the Province of Saskatchewan
• Steady growth in popularity and camper satisfaction each year

Weaknesses • Labour-intensive reservation system
• Poor quality data and unreliable historical data
• Poor telecommunications and connectivity issues
• Basic software applications and features for current reservation systems
• Decentralized decision making and organizational structure
• Poor IT infrastructure and support
• Absent training procedures
• Slow processing and payment for clients
• Nonexistent database

Opportunities • Increased revenue through tourism
• Implementation of an integrated system
• Adopting a system that is compliant with PCI standards
• Reservation system supported by ITO
• Real-time availability and confirmation for reservations
• Improved services for campers
• High quality data with opportunity to gather and analyze information

Threats • Disgruntled customers, lack of a user-friendliness system which will lead to customer loyalty eroding
• Reorganization of government ministries and departments – can lead to lost access to secure databases
• More automation, and less personalization
• Lack of innovation and updates in comparison to competitors
• Poor connectivity issues
• Change in PCI compliance rules
• Poor training procedures with high turnaround of new employees
• Lower than expected rates for successful reservations which can lead to decreasing demand

Figure B. Total Reservations from 2007-2010
Reservations/Year 2007 2008 2009 2010
Reservations made 17,323 22,748 24,459 22,235

Figure C. Number of Visitor Days in Saskatchewan Provincial Parks
Source: Ministry of Tourism, Parks, Culture and Sport 2009-10 Annual Report
Year 2004 2005 2006 2007 2008 2009
Number of Visitor Days 2,124,332 2,339,300 2,759,104 3,025,938 3,260,235 3,344,249

Figure D. Online Reservation Requests 2007 – 2010, first 3 months Month/Year 2007 2008 2009 2010
January 1 255 749 1851 5187
January 1 – February 1 (inclusive) 1093 2066 4803 7541
January 1 – March 1 (inclusive) 1701 2750 6342 8995
Year 2003 2004 2005 2006 2008 2009
Percent of Respondents 77% 69% 77% 79% 87% 82%

Figure E. Satisfaction with Saskatchewan Provincial Park Visit
Source: Ministry of Tourism, Parks, Culture and Sport 2009-10 Annual Report

This analysis demonstrates that Saskatchewan Park Services has experienced a consistent growth in reservations per year as well as percentage increases in camper satisfaction rates. This steady growth has risen even during turbulent years where disgruntled campers were dissatisfied with the user friendliness of Request-a-Site system, thus proving that any improvements can result in positive increase in both revenue and camper demand.
As seen in the tables above, it is evident that Saskatchewan Park Services has experienced a steady growth in reservations and popularity per year has risen between the 2007 - 2010. As notes, decreases in reservations made in 2010 were attributed to external factors such as weather conditions. Despite the user friendliness of the online form implemented in 2008 January online reservation requests was still significantly higher then that in the proceeding year. Figures II-IV, indicate that an online system is highly preferred by clients for reservations as well as gaining insight into the parks and campgrounds. In contrast Figure V. shows that even with automated systems in place, clients still find park staff highly valuable. Therefore a two tier system would be advantageous for SPS because it would allow the use of a stable integrated system along with the expertise of park staff for personalization.
KEY ISSUES
User-friendliness and Accessibility. This is a low urgency high importance issue. As Figure II indicates, the popularity has been increasing with SPS regardless of the downtime caused by lack of a user-friendly reservation system. However this is only over a three year period. If the same issues consistently occur it will deter new tourists to neighboring provinces where such systems are more efficient. It is clear that the power of customers is very strong for SPS and it is crucial that they maintain this strong customer base and improve on it. A marketing office should be implemented to compile statistics and generate reports to determine the level of satisfaction and any issues that clients may have. This can be done through the use of surveys on the SPS website.
Streamlining of IT Systems and Servers. SPS must improve its IT infrastructure by improving its telecommunications and connectivity issues between the campgrounds and the central database. This is a high importance and high urgency issue because the campgrounds’ inability to connect to the central server has shown to have direct negative impact on the clients. By ensuring that all computers are networked will allow Park Services to utilize the expertise and support offered by the Information Technology Office for troubleshooting issues. This in turn will alleviate the pressures that the ROS administrator endures to keep the computers up and running and may now be able to analyze and discover and rectify data problems. By enabling individual campground offices access to the central server will allow individual office to conduct work directly from the individual campsites and utilizing more options available within the ROS system other then the option to book and hold spots on behalf of the camper. In attempt to streamline systems will require improving connectivity issues for which four solutions were proposed; Having the ITO department build a custom system, purchasing the intellectual property from the interprovincial government IT agreements, signing a contract and allowing the service provider to provide new hardware, software and telecommunication or off-the-shelf packages similar to the current ROS software currently in place.
Competition. This is a low importance and low urgency issue because despite the success of the neighboring provinces and their park systems each province has unique park features and landscapes that will drive clients to visit. As stated above, SPS has seen considerable in-flow of clients regardless of the reservation system issues.
Public Image. This is a low importance and high urgency issue because SPS was faced with multiple issues consecutively over a short time period (ie. 2007-2010). This creates a negative image to potential future clients. If this pattern continues then SPS will be branded as the Province with difficulties in reservations.

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