Case Study: Pineridge Hollow

Q. What inspired you to enhance your existing tourism offering?

A: The Village has been included in the plans for Pineridge Hollow since the very beginning. It took 30 years to be able to purchase the land required for this project from the municipality, but as soon as we were able to, we were ready to begin our next phases.

Q: How do you know when it is time to evolve your tourism experience?

A: Pineridge Hollow exists in a constant state of growth and change, adding new components of the experience that align with our vision is always a consideration. We grow our experiences organically. We always listen to our guests, hear what they are asking for and this leads us toward the next project.

Q: Were there any major challenges that you faced in the development process? What were they and how did you overcome the issue?

A: The process of purchasing the land required to expand the Pineridge Hollow grounds was a very long one. Once we began the building process, we had to take careful consideration not to disturb an endangered species that grows in this area, the Western Silver Aster. A major obstacle was beginning construction in the midst of the pandemic. We were required to pivot as we were hit with each new challenge such as material shortages and inflation.

Q: Do you have key partners or community connections?

A: There were three key players in helping to support the projects of The Village: Western Diversification, Travel Manitoba and the BDC. We felt that these organizations "saw" our vision and understood Pineridge Hollow's business as a whole.

Q: Did you consider economic impacts for your local community in the development process?

A: Absolutely! The Village was created as a place to collaborate with local businesses and help like-minded entrepreneurs realize their vision. The 13 tenants of The Village are all locally owned and operated businesses who retail and showcase Manitoba product (often other local makers, farmers, producers). Many new jobs were created for members of our community with the opening of these new storefronts. The essence of The Village is all about collaboration, connection and celebrating our local community.

Q: What did you do to prepare to launch your new offer? Promotion? Marketing? Staff Training?

A: As we launched The Village, we began our largest partnership with Travel Manitoba including marketing through their channels. They were a key player in the launch of The Village.

Q: Did you measure the success of your new offering? What did you measure and how did you define success?

A: Measurement of The Village is an ongoing process. We measure success in The Village by the fact that it is fully occupied by our local tenants, we are seeing increased traffic on the property and increased bookings and sales to our paid experiences such as workshops, ticketed events and the forest room.

Q: Does your business have accessibility, diversity/inclusion or sustainability practices or policies in place? Can you describe them?

A: While we don't have written policies in place, it was important to Pineridge Hollow and The Village to have Indigenous representation within The Village. Our belief in celebrating local runs deep—we source products for our stores and restaurant that are made, grown or produced in Manitoba and host a summer-long makers and farmers’ market. Most notably, our sister company, Oak Knoll Farm is a 48-acre farm using regenerative farming practices. Oak Knoll Farm supplies our restaurant and local grocery store with vegetables, fruits, herbs, flowers and pastured pork from just eight kilometres away.