November 26, 2009

CAPITAL CONSULTING INC. ADM2320D MARKETING PLAN

National Bed & Breakfast

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Personal Ethics Agreement Concerning University Assignments

Group Assignment

We submit this assignment and attest that we have applied all the appropriate rules of quotation and referencing in use at the University of Ottawa. We also confirm that we have taken knowledge of and respected the Beware of Plagiarism! brochure found on doc-depot. We attest that this work conforms to the rules on academic integrity of the University of Ottawa. We also attest that the contribution to this assignment of each of the undersigned has been equitable. We understand that this assignment will not be accepted or graded if it is submitted without the signatures of all group members.

Name Student Number Sign Date

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1.0 Executive Summary

National Bed & Breakfast is a $2 million business venture undertaken by its sole

proprietor Scott Patterson. It is located on the LeBreton Flats, less than five minutes away from

downtown in the beautiful city of Ottawa. In National B & B we offer five uniquely decorated

bedrooms, a fully-equipped kitchen, laundry facilities, hot tub, electric fireplaces, and an on-site

front desk service. We are a complete B & B with complementary breakfast served every

morning to our guests. Our target market strategy is based on becoming the best choice for

professionals, tourists, and vacationers. We will also advertise for parties, receptions, and

weddings. It is important for us to be visible to our potential customers.

National Bed & Breakfast will have several eye-catching signs and advertisements which

will notify potential customers of our existence. We will also advertise in local directories, the

Yellow Pages, the internet, and several other media in both the Ottawa and Gatineau areas. Our

website will focus on the features the Inn has to offer, and bear pictures of our uniquely

decorated rooms. It will also facilitate online booking and payment. We will offer shuttle service

to Ottawa International Airport, Greyhound Bus Station, and major attractions in Greater Ottawa

Area. We are confident that National B & B will successfully penetrate the market, and see a

steady growth in profit at the rate of 10% per year with occupancy rate of 90% over five years.

Scott Patterson, the owner and manager of National Bed & Breakfast, will live at the Inn

all year round. This will allow him to personally oversee every aspect of the Inn’s operations. A

small staff consisting of a receptionist, a chef, and a housekeeper will work at the Inn. Both the

chef and the housekeeper will work twenty hours a week. The receptionist will be on the payroll

for forty hours per week, since he/she will also have the duty of driving the shuttle when needed.

Beside managerial responsibilities, Scott Patterson will be in charge of promotion and

advertising.

1.1 Mission

The mission of National Bed & Breakfast is to provide the finest experience to its guests, making it a home away from home for them.

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Table of Contents 1.0 Executive Summary .................................................................................................................. 3

1.1 Mission .................................................................................................................................. 3 1.2 Objectives .............................................................................................................................. 5

2.0 Situation Analysis ..................................................................................................................... 6 2.1 SWOT Analysis..................................................................................................................... 6 2.2 Market Trend Analysis .......................................................................................................... 7 2.3 Environmental Analysis ........................................................................................................ 7

2.3.1 Economic ........................................................................................................................ 7 2.3.2 Social .............................................................................................................................. 8 2.3.3 Technological ................................................................................................................. 8

2.4 Competitive Analysis ............................................................................................................ 9 3.0 Identify and Evaluate Opportunities ....................................................................................... 10

3.1 Segmentation Analysis ........................................................................................................ 10 3.2 Marketing Mix..................................................................................................................... 11

3.2.1 Product .......................................................................................................................... 11 3.2.2 Price .............................................................................................................................. 11 3.2.3 Positioning Statement ................................................................................................... 11 3.2.4 Promotion & Distribution ............................................................................................. 12

3.3 Financials ............................................................................................................................ 12 3.4 Organization ........................................................................................................................ 14

4.0 Evaluate Performance ............................................................................................................. 15 5.0 Appendices .............................................................................................................................. 16

5.1 Appendix: Inn Market Indicators (Ottawa) ......................................................................... 16 5.2 Appendix 2: Perceptual Map ............................................................................................... 16 5.3 Appendix 3: Target Market Breakdown.............................................................................. 17 5.4 Appendix 4: Secondary Market........................................................................................... 17 5.5 Appendix 5: National Bed & Breakfast .............................................................................. 18 5.6 Appendix 6: Income Statement ........................................................................................... 19 5.7 Appendix 7: Break-even Analysis....................................................................................... 20 5.8 Appendix: Bibliography ...................................................................................................... 22

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1.2 Objectives

Short-term Marketing Objectives for National Bed & Breakfast are designed to rapidly

spread word within our target market that a new, fully functional Bed and Breakfast is open for

business and ready to compete to be the best in the area. Our first goal is to assemble an

experienced, efficient, and effective staff that will allow all subsequent goals to be carried out

with utmost accuracy and efficiency. Having a superior staff will create a competitive advantage

for National Bed and Breakfast, allowing for surpassed customer expectations in customer

service and hospitality, which is the cornerstone of our business’ success. An initial marketing

campaign will spread the word of all National Bed and Breakfast has to offer. Promotions such

as a grand opening, radio, internet and other media coverage as well as reduced rate promotions

will allow for a rapid increase in awareness of our company and for a strong word-of-mouth

reputation to be established. Membership in local, municipal and provincial Bed and Breakfast

associations will provide a continuous barometer as to the viability of National, as well as

allowing for savings in advertising costs with increased exposure. Our confidence in our ability

to satisfy any customer needs will help us achieve our goal of 50% occupancy rate in the first

year, with an increase of 10% each subsequent year. By National’s 5th year in business, an

occupancy rate of 90% or above is expected.

Long-term objectives are designed to build on National Bed and Breakfast’s short-term

goals in order to establish the company as one of the elite in the area. By the end of the 5 year

investment period, National Bed and Breakfast must be a successful, self-sustaining business.

With the help of a fully-developed website and increased internet presence, a 90% or higher

occupancy rate must be achieved. Also, a green initiative must be established, followed closely

and made public as both a marketing tool and a way to save on both fixed and variable costs.

Markets that are secondary to our Bed and Breakfast must be explored and penetrated as a way

of secondary income in non-peak seasons; examples of this include catering parties, weddings

and other reception types. Promotional offers must also be made in non-peak seasons in order to

ensure that our occupancy goals are met. Ultimately, National’s long term success relies on

customer loyalty. Loyalty and referral savings programs must be established both as means of

continued income and attracting new customers.

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2.0 Situation Analysis

2.1 SWOT Analysis

Strengths Weaknesses

National B & B offers full customer service. National B & B has a limited number of rooms offered.

The B & B also facilitates a shelter for pets. Limited number of rooms means limited revenue.

National B & B offers a comfortable sleep for its guests, as well as delicious breakfast.

Takes a while (around 3 years) to generate profit.

The B & B is concerned with the health of its guests, therefore making its environment a smoke-free one.

Since the B & B is starting up, it will take time for customers to be familiar with the place, compared to pre-existing inns and hotel located in the same area.

More convenient services are made for those with disabilities.

A lot of maintenance and cleaning required, especially after customers having breakfast.

A website is provided, as well as free Wi-Fi in the B & B.

Opportunities Threats

National B & B has an opportunity to be introduced to the location it is operating in, and study the tourist movement more closely.

Maintenance and repairs are expensive, especially if high-end machinery is used.

The B & B can also study the differences that other competitors have, and try to monitor the evolution of technology.

To be successful in the business there are various operating costs involved.

National B & B might have the opportunity of expanding their target market, such as- market for dog owners.

Competition might be very strong in the downtown area, especially because of the pre-existing hotels and inns in that area.

Work on trying to improve the business based on the feedback given by customers and other experienced businesses.

Limited number of rooms may cause reservations to go quickly, leaving those without reservation with the chance to benefit from a competitor.

Inte

rnal

Fac

tors

Ex

tern

al F

acto

rs

Positive Negative

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2.2 Market Trend Analysis

Despite the recession, in recent years tourism in Ontario has grown to a $22.1 billion

industry. Of this $22.1 billion, 63% comes from Ontario residents, 17% from the U.S., 13% from

overseas, and 8% from other provinces. Moreover, 35.3% ($7.8 billion) of this $22.1 billion

industry belongs to Ottawa. Hotel occupancy in Ottawa has risen to 71% in 2008, making

Ottawa the only major Canadian city with an increased hotel occupancy rate. Being in between

two major cities and close to several U.S. population hubs also helps Ottawa’s tourism sector. As

a result, Annual Development Report 2008 (by the City of Ottawa) declares Ottawa to be the

major city (in Canada) with highest opportunity for the hotel sector. [Please refer to Appendix

5.1] i

2.3 Environmental Analysis

The three key environmental factors that influence B&B are the external issues such as

the economic issue, the social issue, and the technological issue.

2.3.1 Economic Economic issues concerning the B&B business include- the target market becoming

conscious of expenditure, the increasing insurance and other operating costs, as well as

maintenance costs which will be increasing as the property ages.ii With the current economic

recession that Canada has endured, most people in the labour force were faced with the difficulty

of remaining on duty and being able to maintain an income that is essential for survival. This

economic recession caused unemployment rates to rise to an 8.6% rate, which forced household

owners to be laid off, and rely on unemployment insurance. Even those who were not laid off

had to stand their ground in order to maintain an income. For this reason, B&B must calculate its

charges very carefully in order to provide fair costs for those customers. This will allow

customers to spend wisely and enjoy the services that B&B has to provide for them. B&B also

has to calculate its operating costs and maintenance costs which are essential to its operating

activities. For a company to exist, it must make profit in order to pay for its expenses.

“Operating expenses are the recurring expenses which are related to the operation of a

business, or the operation of a device, component, and piece of equipment or facility.”iii All the

assets and revenues of a company are tied to the respective costs and expenses. Therefore, B&B

must calculate those costs and expenses carefully to maintain its position and encounter success.

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2.3.2 Social Social issues that National B & B is affected by include- the desire for privacy, travelling

with pets rather than boarding them, as well as increasing the market for travelers with

disabilities.iv

The mentioned issues are beneficial to the enhancement of the level of customer service

that National B & B would like to achieve. To start with the desire for privacy, National B & B

has to be concerned with customers’ privacy and ability to enjoy their freedom with the loved

ones, family and friends. Security is a customer’s right, and one of National B & B’s top

priorities.

National B & B wishes to maintain the privacy of its guests by categorizing different

floors to different classes of travelers. The Upper levels are more expensive than the lower ones.

This is convenient for all target markets, young or old. In case of the first floor, persons with

physical disabilities will be given priority, since the first floor is wheel-chair accessible. National

B & B is eager to help those with disabilities by providing closer attention to their needs and

transportation.

Pets play a major role in Canadians’ lives. A pet is now appreciated and seen as a close

companion to singles, married people and all age groups. To go on vacation without that

companion means a great deal of sorrow. For this reason, National B & B presents its guests with

the opportunity of being accompanied by their pets. Hygiene and cleanliness are essential to

National’s reputation and health of its guests. Therefore pets will be allowed a shelter only

outside the inn.

2.3.3 Technological Technological issues include increasing the use of internet, e-mail and web usage as well

as promoting secure and efficient transaction systems.v To ensure the success of the B & B and

to gain an advantage over its competitors, National B & B must monitor the change and

advancement of technology. National will provide its customers with an efficient online

transaction system. The transactions can be completed using various credit cards, PayPal, and

eDebit (eCheque). National B & B will also offer an interactive feedback feature on its web-

portal that will allow National to collect feedback from its customers and act accordingly. This

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will allow the B & B to establish a better relationship with the customers while meeting their

demands.

2.4 Competitive Analysis

There are several forms of competition within the same industry, such as- other B&Bs,

hotel and motels. Generally, B&Bs have a set of standard unique features that make them

special. For example, size of the rooms within B&Bs, level of rooms to differentiate the guests,

provide personal services, and of course the decent quality of breakfast for the guests. Guests

who come to stay in B&Bs are not just looking for a place to sleep, but also experience the

lovely setting and the friendly environment that is provided by the B&Bs. On the other hand,

hotel and motels are often more uniform compared to the B&Bs, since in hotel and motels rooms

are typically the same. Hotels and motels deprive the customers of a personal relationship with

the owner, which can be found in a B & B. Last but not least, guests in hotels and motels do not

expect to experience the lovely setting and friendly environment that they are offered in B&Bs.

Examples of the two major competitors of National B & B in Downtown Ottawa area

would be the Quality Hotel and the Days Inn. The reason that other B&Bs in downtown are not

National’s major competitors is because generally speaking B&Bs shares similar advantages and

disadvantages. However, these two hotels share similar types of target markets with B&Bs.

Nevertheless, compared to National B & B Quality Hotel and Days Inn can provide a lot more

rooms for the guests, as well as provide more facilities such as meeting rooms, and a gym. Also,

in terms of the cost to stay, National B & B, Quality Hotel and Days Inn have similar price

range. Therefore, Quality Hotel and Days Inn are the major competitors of our B&B. vi vii

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3.0 Identify and Evaluate Opportunities

3.1 Segmentation Analysis

Our primary target market consists of tourists, vacationers and visitors. We call our

segment the visitors. The visitors are men and women of ages 16-80 years from all over Canada,

as well as from countries such as U.S.A., England, France, and Australia etc. Our customers are

moderate to high-income persons. We chose this target market because it is substantial and there

is a potential to generate profit. There are also growth opportunities in the future to expand the

market to other provinces and eventually into the rest of Canada. The segment is also reachable,

since there are many ways to communicate the benefits of our product and services through

advertising on tourism and airlines websites, word of mouth, and direct contact with customers.

[Please refer to Appendix 5.3 and Appendix 5.4] viii ix x xi xii xiii xiv

Our segmentation strategy is based on superior performance in the following areas:

• Customer service.

• Quality facilities.

• Beautiful location.

The target markets are separated into two segments; "Vacationers" and "Drop-ins." The

primary marketing opportunity is selling to these accessible target market segments that focus on

vacation and recreational needs. XV XVI

Vacationers

The most dominant segment of the two is comprised of Ottawa and surrounding area.

Gatineau is approximately a ten minute drive from the B&B, and a great location for tourists,

vacationers, and winter sports enthusiasts (seasonal guests). Ottawa itself is rich in artistic and

historically significant tourist locations. XV XVI

Drop-ins

When rooms are available we will welcome the drop-in customer who is looking for a

place to stay for the night. Our sign can be seen from highway 417 and we expect to get quite a

few drop-ins. xv xvi

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3.2 Marketing Mix

3.2.1 Product

Our Bed & Breakfast is an innovative facility, typically known as a smart home. Many

aspects of the house (electrical equipments, water cycle in pool, and etc.) are automated and

environment friendly. The house has five uniquely decorated bed rooms with attached bath and

toilet. There is also a fully-equipped kitchen, a laundry room, and electric fireplaces. National

Bed & Breakfast will provide a fine dining under the supervision of a well trained chef, and front

desk service attended by a receptionist. Among other services National B & B will also offer a

common-area hot tub, a TV lounge, shuttle service, free Wi-Fi internet, and free parking to our

guests. [Please refer to Appendix 5.5]

3.2.2 Price

There are several components to our pricing strategy, such as- initial costs, salaries

expense, projected revenue etc. Based on our financial analysis, we have determined the daily

rate of the rooms at National B & B to be $80 to $180, varying from room to room, and season to

season. The price is within a moderate range so that the rooms are affordable to both vacationers

and professionals alike. We want to keep the prices as low as possible, since we want our

customers to be able to enjoy other moderately priced facilities and services that we offer. xvii

3.2.3 Positioning Statement

• Our B & B is designed for the visitors, who are on vacation, or just looking for a place to

stay.

• They expect personal treatment from the Inn’s host for an affordable price, while not

sacrificing the quality of service or rooms.

• National Bed & Breakfast is essentially a smart home that is both comfortable for its

occupants and environment friendly.

• Unlike its competitors, National B & B offers many complementary services to its guests,

such as- shuttle service, hot tub, free internet, free parking, and chef prepared food that is

both nutritious and delicious.

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3.2.4 Promotion & Distribution For promoting our B & B we will use both direct and indirect promotional methods. We

know, the more someone comes in contact with a brand, the more likely he/she is going to

choose that brand when it is presented to him/her as an option. Therefore, we will focus on

brand loyalty, and building relationship with the customers. During the first year of business we

will offer the rooms at a discounted price. We will offer discounted gift cards for our B & B at

competitive events, and as part of vacation packages. This will also help in promoting our B & B

through word of mouth.

We will also establish a strong internet presence. We will advertise our B & B on several

tourism websites, such as- www.expedia.ca, as well as on websites such as- www.bbottawa.com,

www.fobba.com, www.bbcanada.com. We will have a web portal where our guests will be able

to take a virtual tour of our B & B, see the important features and services offered, check

availability of rooms, reserve rooms online, and make online payments. The portal will also have

interactive community features, such as- surveys and polls, comment input system, etc. which

can be used to take input from our customers in order to make our products and services a better

choice for the customers. xviii xix xx

We plan to offer a dynamic and personal service through our B & B. In spite of a

relatively small starting budget we eventually plan to expand our business both in Ottawa, and to

the rest of Canada. However we will not (initially) focus on profit; instead we will be building a

customer base. We are confident that the venture capital coupled with our marketing plan will

not only help us penetrate the existing market, but also propel us farther as a company.

3.3 Financials

National Bed and Breakfast will aim to become competitive in the Ottawa B&B industry

by developing a strong marketing sense for how to become increasingly attractive to potential,

existing and returning visitors. Much of the marketing will be done through B&B organizations

both locally and provincially, and a strong web presence on search engines and travel websites

will be achieved. This exposure is National B&B’s key to a constantly improving level of

success.

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A building that we feel would be suitable for National B&B would be a five bedroom

house with at minimum 3 guest bathrooms, although ideally one en-suite bathroom per bedroom.

This is where the high renovation costs in the first few years of operations come from. The

building and renovations purchased within the first year are expected to cost nearly $800,000 due

to the area in which we hope to operate.

National B&B’s prices will range from $80 per night to $180 per night. During peak

lodging season (holidays, summertime, Valentine’s Day, etc.) as well as weekends, rates will

climb up to or very near the $180 maximum. Lower rates of down to $80 (exception:

complementary rooms for loyalty, etc.) will be charged during off-peak season, such as before

the holiday season but after summer has ended, and immediately after the holidays. The average

rate was calculated using the same ratios of occupancy estimated for each year (50%, 60%, etc.),

used to estimate the proximity to the maximum or minimum price. For example, in Year 2, we

estimate that an average lodging fee of $140 will be charged per room. That is, at the 60% mark

of the range between $80 and $180.

The high fixed and start-up costs associated with bed and breakfast locations are the

greatest financial challenges to overcome. By the end of the first year of operations, National

B&B will strive to achieve a 50% occupancy rate on a consistent basis. This will provide a

revenue stream to match with the high fixed and start-up costs, but will not be sufficient enough

to turn a profit. A growing reputation driven by word-of-mouth advertising and competitive

pricing will provide National B&B with a consistent occupancy rate that increases by 10% each

year. This means that the second year will have an occupancy rate of 60%, allowing National to

nearly break even. By the third, fourth and fifth years (70%, 80% and 90%) National B&B will

be achieving revenue that will allow for some profit to be made.

In the first year, National B&B will have high start-up costs among others that will equal

of $1,017,496.00. This amount covers the initial purchase of a suitable building, necessary

renovations, furniture, appliances, employee wage, as well as anything from glassware to sheets

and other linens, and of course, advertising. This will translate into a loss of $898,871.00. The

second year of operations will see a loss of $1,079.60, followed by a gain of $69,029.78 in the

third year, $115,429.35 in the fourth and $147,146.21 in the fifth.

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By the third year of operation we believe that anything other than a turned profit would

indicate a certain degree of failure. At 70% occupancy, a profit of $69,029.78 or more is very

achievable, depending on proximity to that 70% goal.

National B&B will be expected to achieve a market share of 4%, fuelled by its

attractiveness to new clients and an ever-expanding positive reputation, but limited by the

number of rooms available to visitors and the competitiveness of the local industry.

The marketing budget will be high initially, and will increase steadily yearly at a rate of

16% of sales. This will allow National to be present within the local industry, but also take

advantage of lesser costs of internet advertising and B&B associations of Ottawa, Eastern

Ontario, all of Ontario, and so on. This luxury of decreased marketing expenses will also be

permitted due to National’s sterling reputation that is earned through hard work and attention to

detail. [Please refer to Appendix 5.6 and Appendix 5.7]

3.4 Organization

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4.0 Evaluate Performance

B&B’s main focus will be on comparing its actual performance against its planned goals

that is in the process of being accomplished within its five years of operation. These goals

include calculating its expenses carefully and making sure they are operating within a wise

budget. B&B must also make sure it monitors its internal and external factors such as the

strengths, weaknesses, opportunities, and threats of the business. Furthermore, it should

understand the microenvironment, which is a blend of competitors, demographics, social/cultural

trends, technology, economics and political/regulatory factors in order to be successful in

operating, investing, and financing activities. It should keep track of its sales and expenses and

make sure that it is taking necessary corrective action which would be beneficial to its

improvement in the industry and its excellence between other competitors located in the area.

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5.0 Appendices

5.1 Appendix: Inn Market Indicators (Ottawa)

5.2 Appendix 2: Perceptual Map

Data:

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5.3 Appendix 3: Target Market Breakdown

5.4 Appendix 4: Secondary Market

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5.5 Appendix 5: National Bed & Breakfast

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5.6 Appendix 6: Income Statement

APPENDIX: Income Statement and Advertising Budget National Bed & Breakfast

Income Statement For the years 2009, 2010, 2011, 2012, 2013

2009 2010 2011 2012 2013 Sales - Lodging Fees (See Note 1)

118,625 153,300 191,625 233,600 279,225

Variable Costs Utilities 1,800 2,160 2,520 2,880 3,240 Food/Drinks 20,250 24,300 28,350 32,400 36,450 Total Variable Costs

22,050 26,460 30,870 35,280 39,690

Gross Profit

96,575 126,840 160,755 198,320 239,535

Fixed Costs Building Purchase 672,935 0 0 0 0 Renovations 100,000 25,000 12,000 3,000 3,000 Innkeeper Wage 30,760 32,606 34,562 36,636 38,834 Furniture/Appliances 83,785 14,519 3,517 2,000 2,000 Misc. Materials 88,986 31,267 10,986 3,879 3,879 Advertising

(See Note 2) 18,980 24,528 30,660 37,376 44,676

Total Fixed Costs 995,446 127,920 91,725 82,891 92,389 Total Costs

1,017,496 154,380 122,595 118,171 132,079

Net Income

-898,871 -1,080 69,030 115,429 147,146

Note 1: Service Revenue from Lodging Fees Total sales for each year will be: Year Avg.

Revenue/Room/Night Total Lodging Units

Rented Total Service

Revenue 1 $130 913 $ 118,625.00 2 $140 1095 $ 153,300.00 3 $150 1278 $ 191,625.00 4 $160 1460 $ 233,600.00 5 $170 1643 $ 279,225.00

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Note 2: Advertising Budget Total Budget in Year 1 = $118,625.00 x 16% = $18,980.00 Total Budget in Year 2 = $153,300.00 x 16% = $24,528.00 Total Budget in Year 3 = $191,625.00 x 16% = $30,660.00 Total Budget in Year 4 = $233,600.00 x 16% = $37,376.00 Total Budget in Year 5 = $279,225.00 x 16% = $44,676.00

5.7 Appendix 7: Break-even Analysis

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Breakeven Analysis

Year 1 Year 2 Year 3 Year 4 Year 5

Sales $118,625 $153,300 $191,625 $233,600 $279,225

Variable Cost $22,050 $24,300 $28,350 $32,400 $36,450

Contribution Margin $96,575 $129,000 $163,275 $201,200 $242,775

Contribution Margin Ratio 81.41% 84.15% 85.21% 86.13% 86.95%

Fixed Cost $955,446 $127,920 $91,725 $82,891 $92,389

Fixed Cost Ratio 805.43% 83.44% 47.87% 35.48% 33.09%

Break-even sales $1,173,593 $152,016 $107,652 $96,239 $106,260

Break-even sales Ratio 989.33% 99.16% 56.18% 41.20% 38.06%

Operating Profit -$858,871 $1,080 $71,550 $118,309 $150,386

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5.8 Appendix: Bibliography

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"Association of National Capital Bed and Breakfasts | Association des G." Welcome to BBCanada.com, Canada's Top Bed and Breakfast Directory. The Association of Ottawa Bed & Breakfasts. Web. 22 Nov. 2009. <http://www.bbcanada.com/associations/bbottawa/>.

"Bed and Breakfast Inn Sample Business Plan - Market Analysis." Business Plan Software. Web. 22 Nov. 2009. <http://www.bplans.com/bed_and_breakfast_inn_business_plan/market_analysis_summary_fc.cfm>.

Business Plan Pro. Vers. 2009. Palo Alto Software. Computer software.

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"The Daily, Friday, June 27, 2008. National tourism indicators." Statistics Canada: Canada's national statistical agency / Statistique Canada : Organisme statistique national du Canada. Stats Canada. Web. 22 Nov. 2009. <http://www.statcan.gc.ca/daily-quotidien/080627/dq080627b-eng.htm>.

"Domain.ca - Web Hosting and Email." Domain.ca - Domain Name Registration. Web. 22 Nov. 2009. <http://www.domain.ca/index.php?option=com_content&task=view&id=10&Itemid=92>.

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"Government of Ontario, Canada - News." Government of Ontario, Canada - Newsroom / Gouvernement de l'Ontario, Canada - Salle de presse. Web. 22 Nov. 2009. <http://ogov.newswire.ca/ontario/GPOE/2008/06/04/c8339.html?lmatch=&lang=_e.html>.

Grewal, Levy, Persaud, and Lichti. Marketing Canadian Edition. Cdn ed. McGraw-Hill, 2009. Print.

"New Residence, Taren Point, Sydney by HAO Design - Google 3D Warehouse." Google SketchUp. Web. 23 Nov. 2009. <http://sketchup.google.com/3dwarehouse/details?mid=25945f2898b660fe725a72412db1e09&prevstart=0>.

"Ottawa Accommodations: Read Reviews for Inns and B&Bs in Ottawa - TripAdvisor." Reviews of vacations, hotels, resorts, vacation and travel packages - TripAdvisor. Web. 22 Nov. 2009. <http://www.tripadvisor.com/Hotels-g155004-c2-Ottawa_Ontario-Hotels.html>.

"Ottawa Tourism and Convention Authority Bed & Breakfast and Inns, Ontario_East,." Welcome to BBCanada.com, Canada's Top Bed and Breakfast Directory.

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Http://www.bbcanada.com/associations/otca/. Web. 22 Nov. 2009. <http://www.bbcanada.com/associations/otca/>.

"Ripley Park Bed & Breakfast." The Centre for eCommerce and Communications. Ripley Park Bed & Breakfast, 2005. Web. 22 Nov. 2009. <http://jed.cecc.com.au/programs/resource_manager/accounts/BBBOnline/S4e_Sample.pdf>.

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ix "The Daily, Friday, June 27, 2008. National tourism indicators." Statistics Canada: Canada's national statistical agency / Statistique Canada : Organisme statistique national du Canada. Stats Canada. Web. 22 Nov. 2009. <http://www.statcan.gc.ca/daily-quotidien/080627/dq080627b-eng.htm>. x Tourism Performance Bulletin. Government of Canada, July 2009. Web. 22 Nov. 2009. <http://www.tourism.gov.on.ca/english/research/performance/Tourism_Performance_%20Bulletin_Jul_09.pdf>. xi "Government of Ontario, Canada - News." Government of Ontario, Canada - Newsroom / Gouvernement de l'Ontario, Canada - Salle de presse. Web. 22 Nov. 2009. <http://ogov.newswire.ca/ontario/GPOE/2008/06/04/c8339.html?lmatch=&lang=_e.html>. xii "Tourism Quick Facts." Tourism Quick Facts. Government of Canada - Ministry of Tourism. Web. 22 Nov. 2009. <http://www.tourism.gov.on.ca/english/research/quick_facts/index.html>. xiii "Bed and Breakfast Inn Sample Business Plan - Market Analysis." Business Plan Software. Web. 22 Nov. 2009. <http://www.bplans.com/bed_and_breakfast_inn_business_plan/market_analysis_summary_fc.cfm>. xiv "CBC News - Canada - Life expectancy hits 80.4 years: Statistics Canada." CBC.ca - Canadian News Sports Entertainment Kids Docs Radio TV. Web. 22 Nov. 2009. <http://www.cbc.ca/canada/story/2008/01/14/death-stats.html>. xv Business Plan Pro. Vers. 2009. Palo Alto Software. Computer software. xvi "Tourism Outlook." Tourism Outlook. Web. 22 Nov. 2009. <http://www.tourism.gov.on.ca/english/research/forecasts/index.html>. xvii "Ottawa Accommodations: Read Reviews for Inns and B&Bs in Ottawa - TripAdvisor." Reviews of vacations, hotels, resorts, vacation and travel packages - TripAdvisor. Web. 22 Nov. 2009. <http://www.tripadvisor.com/Hotels-g155004-c2-Ottawa_Ontario-Hotels.html>. xviii "Domain.ca - Web Hosting and Email." Domain.ca - Domain Name Registration. Web. 22 Nov. 2009. <http://www.domain.ca/index.php?option=com_content&task=view&id=10&Itemid=92>. xix "FOBBA - Join FOBBA." FOBBA - FOBBA Home Page. Web. 22 Nov. 2009. <http://www.fobba.com/index.cfm?page=join>. xx "Why List With Us?" Welcome to BBCanada.com, Canada's Top Bed and Breakfast Directory. Web. 22 Nov. 2009. <http://www.bbcanada.com/bb_why_us.cfm>.