Catégorie : Products and activities

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Ailleurs dans le monde @en Products and activities Sustainable tourism

Does Environmentally Friendly Golf Exist?

As far as environmental responsibility is concerned, golf is neither ahead, nor behind other sectors, and it may take some time before it is considered as ‘responsible recreation’. Golf courses have a long history of being environmentally unfriendly, due to their high water and chemical use, impact on local topography, hydrology and wildlife.1

Nonetheless, golf remains an important activity across Québec’s 362 golf clubs, while worldwide an estimated 25,000 golf courses cater to some 50 million players. Internationally, various organizations and initiatives exist to reduce golf’s environmental impact, but one of the most popular remains the Audubon Cooperative Sanctuary Program. In 2009, 783 golf courses were certified by this program worldwide, including 82 in Canada and 11 in Québec.2

Golf courses that have implemented initiatives to reduce their environmental impact can be recognized by a variety of actions, including:

  • decreased water use
  • improved irrigation systems and water application
  • water quality monitoring
  • reduced or eliminated pesticide use
  • increased natural organic fertilizer use
  • improved spill containment for pesticide mixing and loading areas
  • decreased managed turf grass area to increase wildlife habitat
  • landscaping with native plants to increase wildlife habitats
  • removed exotic invasive plants
  • vegetation planted in and around waterways
  • installed of contained equipment in wash-off area.

Where such environmental actions have been implemented, golf course managers have generally also reported a positive business value or cost savings, according to Audubon International assessments.3

Situation in Québec

Currently, there is no information that systematically documents environmental improvements implemented by Québec golf courses. However, numerous golf courses are actively working towards reducing their negative environmental impact, while several are also in process of certification by Audubon International. The most prevalent positive environmental action presently in Québec remains the reduction of pesticide use, owing to legislation implemented back in 2003 by the Provincial Government.4 According to baseline assessments for the period 2003-2005, Québec’s golf sector used 39,382 kg of active ingredients per year (according to sales figures) and 75.9%, or 29,885 kg, in the form of fungicides.5 In comparison with total pesticide use in the Province, pesticide use by golf represented about 1.1% of the total. The continuous reductions in pesticide use remains important to maintain watershed ecosystem health, but especially since their application by golf courses in Québec occurs almost entirely on permeable soils.

Since 2003, the Québec Pesticides Management Code and its associated regulations require all Québec golf courses to submit a pesticide reduction plan prepared by a certified agronomist to the ministère du Développement durable, de l’Environnement et des Parcs every three years.4 For the period 2006-2009, the objective was to achieve average reductions of 12.9% in the use of fungicides, 9.4% in herbicides, 8.2% in insecticides, 7.4% in rodenticides and 2.8% in growth regulators. The results are currently being analyzed and the objectives for the next three years will be revised in 2010.

Though golf courses in Québec have taken numerous other actions to improve their environmental management, the overall impact of these is not documented, with the exception of the Laurentides, where water use is monitored by public sector organizations. A few golf courses have also installed industrial equipment to filter, treat and reuse wastewater. However, such initiatives are limited to only a few places, since they cost up to CAD 200,000. Elsewhere, golf courses have exchanged their carts for electric versions, implemented recycling programs, and use recyclable or biodegradable balls and tees. Increasingly, some golf courses supply their restaurants with local and regional foods, as in the case of the Rawdon Golf Club, which also received Le Phénix de l’environnement Award in 2009 for having implemented a variety of initiatives to improve its environmental management.6

While there aren’t clearly any 100% eco-friendly golf courses, work is under way to improve management at some places. There is currently a move in Québec to implement a variety of voluntary initiatives in 2010. For example, the Association des terrains de golf du Québec is drafting a sustainable development policy and green program, which will address comprehensive environmental management requirements covering a range of issues, including waste and water management (composting, recycling), hazardous substance use, vegetation around waterways and others. A number of other organizations, such as the Coalition for Responsible Golf, are also working to help golf courses improve their environmental management practices in Québec.

What about green golfers?

Few studies have assessed golfers’ attitudes towards the environment, and none have been reported from Québec. However, in 2008, Golf Digest published a survey that illustrated how perceptions of 650 avid golfers compared with the general American population regarding golf and its relationship with the environment.7 According to this study, golfers were typically male, affluent and older than the general population surveyed and some similarities and differences were noted amongst the two groups concerning environmental attitudes. For example, both groups appeared environmentally conscious and participated in activities like recycling and agreed that government regulation is a necessary approach for addressing environmental issues. However, while golfers also appeared to support the idea that golf is an environmentally friendly/compatible sport, they were less likely than the general population to participate in initiatives such as carpooling. Figure 1 summarizes some of the attitudes towards specific impacts linked to water and pesticide use, which suggests that fewer golfers believe the game’s water and pesticide use has a negative impact on the environment than the general population. The Golf Digest study 7 also suggests that, while golfers agree with the need to improve the environmental management of golf courses, such improvement does not necessarily represent a big plus for increased participation in the game.

golf_vs_environnement1

Some golf courses are also focussing on player education to raise environmental awareness and several try to get players involved by having them volunteer to carry out restoration and environmental works, while others encourage the provision of financial support towards environment initiatives.

Golf clearly has the potential to be more environmentally responsible and the numerous initiatives in place by some golf courses currently leave no room for inaction by the great majority.

Source

(1) Wheeler, K. & Nauright, J. (2006). A green game?: A Global Perspective on the Environmental Impact of Golf. Sport in Society, 9(3) 427-443.

(2) Audubon Cooperative Sanctuary Program for Golf Courses

(3) Audubon International (2007). Golf’s Green Bottom Line: Uncovering the Hidden Business Value of Environmental Stewardship on Golf Courses. Audubon International. 64 p.

(4) Ministère du Développement durable, de l’Environnement et des Parcs. Code de gestion des pesticides. Last access November 4, 2009 http://www.mddep.gouv.qc.ca/pesticides/permis/code-gestion/index.htm

(5) Laverdière, C., Dion, S., and Gauthier, F. (2007). Bilan des plans de réduction des pesticides sur les terrains de golf. Ministère du Développement durable, de l’Environnement et des Parcs. 54 p.

(6) Ministère du Développement durable, de l’Environnement et des Parcs. Les Phénix de l’environnement, édition 2009. Last access October 28, 2009. http://www.mddep.gouv.qc.ca/Phenix/2009/5-realisation-entrep.htm

(7) Golf Digest (2008). Golf and the Environment: Golfer Perceptions and Attitudes Concerning the Game and its Relationship with the Environment. Golf Digest Publication. Research Resource Centre. 25 p.

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Ailleurs dans le monde @en Products and activities Trends

International cruises: Outlook for 2010 and overview of major trends

Hit hard by the economic crisis, the year 2009 was, for many sectors of the tourism industry, a catastrophic year. For the cruise industry, however, it was a year in which the number of passengers actually grew, fuelled by major cuts to cruise fares. As for 2010, the outlook is very positive: new ships, new clienteles, an increase in reservations and higher product prices. Major trends are coming to the industry: Web 2.0, sustainable development and a more international clientele. Here is a brief overview of the industry and its short-term prospects.

Outlook for 2010

At a presentation given January 20, 2010, by Cruise Lines International Association (CLIA), Terry L. Dale and Richard E. Sasso, CLIA’s President & CEO, and Chairman, Marketing Committee, respectively, shared some forecasts for the year 2010. The number of passengers should reach 14.3 million, while there were 13.4 million in 2009. Fares will rise, but will remain lower than they were in 2008. The major deals offered during the winter of 2009 will not be repeated this year, but consumers will still be able to benefit from special promotions like shipboard credits, free plane ticket, 2 for 1 cruises, etc.

Cruise companies will launch 12 new ships in 2010, including the much anticipated Epic, Allure of the Seas and Disney Dream. A survey of CLIA member travel agents showed that they are extremely optimistic and expect to see the number of reservations rise in the next three years. In addition, according to another CLIA survey, 34 million Americans are planning to take a cruise some time between 2008 and 2011.

In other news, Alaska is experiencing tremendous difficulty because a majority of cruise lines have announced they will redeploy ships from Alaska to other locations in the next two years. If this trend continues, the Alaska Travel Industry Association expects the number of passengers to fall by 140,000 in 2010, dropping to a total of 860,000 travellers.

Web 2.0 influence growing

Most cruise lines now use social media on a daily basis in their marketing campaigns. One such example is Royal Caribbean’s launch of Oasis of the Seas in the fall of 2009.  The company started by setting up an entire Website devoted to the new ship where visitors could follow the progress of the construction in real time. Numerous videos were posted to the site, showing everything from the ship’s maiden voyage to a presentation of onboard activities. Furthermore, its risky passage underneath the Storebaelt Bridge in Denmark engendered enormous interest on the Web. The “Reporter at Sea” online contest was also organized to find citizen journalists to cover the launch. In total, the site received some 4.8 million unique visitors.

 

International_cruises

Source: http://www.oasisoftheseas.com/

Another extremely popular site is the blog written by John Heald, Senior Cruise Director, Carnival Cruise Lines. It is so successful that he was able to organize two thematic cruises in 2009, solely for his readers. Most cruise lines, as well as many ports of call, now maintain Twitter and Facebook profiles.

The trend towards sustainable cruising

Sustainable development is also becoming a major concern of consumers as well as cruise lines and destinations. Eco-cruising is increasingly popular and can significantly improve a destination’s market position. The Ecoventura, for example, is a ship that uses solar panels and wind turbines on its cruises in the Galapagos, and the ports of Los Angeles, Seattle and Vancouver now offer dockside power.

The phenomenon has also influenced the shore excursions developed. Costa Cruises created 240 eco-excursions to reduce its environmental impact. Furthermore, the Baltic Sea region has implemented a major environmental program. Among other things, it plans to equip all ports with an onshore power supply (OPS).

Finally, a major legislative change will force cruise lines to use low-sulphur diesel fuels when travelling within 200 nautical miles of the coasts of Canada and the United States (see Nouvelle réglementation sur la pollution de l’air par les compagnies de croisières: un désastre financier?). The industry is obviously concerned about the passage of this legislation, primarily for economic reasons such as the profitability of routes through the protected area, but also because of the limited availability of such fuels.

Changing products

Several indicators have changed somewhat in the last few years, due to the economic crisis. For example, consumers are now more price-sensitive when shopping for cruise packages so cruise lines are trying to outdo each other to create the most interesting packages. The phenomenon has also led destinations to offer economic incentives. Ukrainian ports are offering a 50% discount on port fees for every stopover during the winter of 2010. Price sensitivity is also the reason that there are now more ports of embarkation, since travellers increasingly want to be within driving distance of their departure location. In addition, the cruise booking window between the date of purchase and the date of departure has shortened, dropping from 5.6 months in 2008 to 4.6 in 2009.

Cruise passengers are increasingly experienced. They have sailed the Caribbean, visited Alaska and travelled along the West Coast of the United States. They are seeking new destinations, which is why the industry is currently witnessing the emergence of destinations in the Middle East, Southeast Asia and Australia. The increased popularity of European cruises is also an offshoot of this situation, with river cruising a booming market. Member agents of the CLIA report that 34% of clients are very interested in river cruising. In 2008, the number of beds available in Europe was 71,300, an increase of 15% compared to 2007 and 62% more compared to 2005.

Other trends observed are the popularity of theme cruises, primarily those focussed on food and wine, as well as the success of private and cultural shore excursions. A new type of excursion that is becoming popular is the extended “mid-cruise” excursion, which enables visitors to spend several days in a single location. Silversea Cruises has announced they will offer 40 such excursions in 2010.

An increasingly international clientele

The clientele for cruises is gradually becoming more diverse. Although the vast majority of cruise passengers are American, the proportion of those from other countries is rapidly rising. In fact, out of 13.4 million cruise passengers in 2009, 23.5% came from outside North America, compared to only 10% in 2000. Furthermore, more Canadians are going to sea; some 775,000 took a cruise in 2009, a 9% increase over 2008. Canadians now account for one-quarter of non-American cruise passengers.

Now that the worst of the economic crisis is over, forecasts for the coming years are very optimistic. The trends affecting the cruise industry are much the same as those affecting other tourism sectors: sustainable development, social media, increasingly informed and experienced consumers, etc. The industry has already proved it is resilient and can quickly adapt to change. Will the rest of us be able to go with the flow?

 

Article written for the Ministère du Tourisme intelligence gathering project.

Sources:

CLIA, Media Cruise Update, January 20, 2010, presentation.
CLIA, As a source of passengers and appealing cruise itineraries, Canada’s importance to cruise industry continues to grow.
CLIA, 2008 Cruise Market Profile Study.
European politics, Baltic Region: OPS for Sustainable Port Development, October 12, 2009.
http://www.travelweekly.com/article3_ektid206492.aspx
http://www.ecoventura.com/aboutus/ourgalapagoscommitment.aspx
http://www.expertcruiser.com/blog/mr-popular-carnival-announces-additional-bloggers-cruises-with-john-heald/
http://www.cruiseindustrynews.com/cruise-news/3530-1410-odessa-reducing-port-dues-in-2010.html

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Products and activities Sustainable tourism

Do wind farms affect tourism?

Like many places, Québec has also created a policy framework to increase energy production from renewable sources such as wind.(1) Wind farm construction presents numerous challenges, but from a tourism viewpoint, it has a direct visual impact on scenic landscapes and an indirect effect on industry due to potential economic losses. Opponents to wind farms believe that constructing large, towering metal structures creates an industrialized landscape in rural and natural areas, which some people consider to be detrimental.

Landscapes are an important tourism resource, so it is unrealistic for tourism stakeholders to offer unequivocal support for wind farms. For this reason, battles to stop wind farm development around tourism attractions continue, while at the same time opinions about wind farms continue to diverge. For example, there is opposition to the recently erected wind turbine on Grouse Mountain in Vancouver(2) and to the proposed wind farm near Mont St. Michel, a UNESCO World Heritage Area in France, even though the turbines would be situated some 15 km from it.(3)

Wind turbines as tourist attractions?

For some people, wind turbines are symbols of sustainable development and valued for producing clean energy. Perhaps this attitude can give wind turbines some recognition for being part of modern heritage. Windmills, the predecessors of modern wind turbines, were also contested when introduced to the European landscape around the 12th century. In countries like Holland, windmills today are a visual part of the nation’s heritage and in Québec, many are also tourist attractions, notably on Île Perrot and Île aux Coudres.

However, wind turbines are unlikely to be a major tourism draw in their own right, especially since they are now increasingly part of the cultivated landscape in many countries. In some cases, they diversify the attraction base of a destination, like Cap Chat in the Gaspé Peninsula, where a visitor centre showcases the highest vertical-axis wind turbine in the world. Similar interpretation centres worldwide offer guided tours; in Denmark, for example, there are boat tours to see the offshore wind farms at Middelgrunden near Copenhagen. Preferences and attitudes towards modern wind farms are likely to evolve over time as people get accustomed to their presence, but it is unlikely that they will appeal to everyone in the future.

Visitor preferences

A Scottish report reviewing a number of studies evaluating the impact of wind farms on tourism suggests limited overall negative impacts.(4) However, tourists generally prefer wind energy projects to be located away from accommodation areas, historic sites, scenic areas and viewpoints, and places of natural beauty. The proportion of visitors who flatly oppose wind turbines near tourism attractions appears to be a minority, according to some reports. For example, a broad national survey in France showed 22% of the population thought wind turbines affected tourism negatively, while the rest were positive or neutral.(5) Similarly, in the Languedoc-Roussillon Region, a survey showed only 16% of visitors thought wind turbines degraded the landscape in general.(6) In a more recent study from Scotland, about 20% to 30% of tourists preferred landscapes without wind farms and the rest were mainly positive or neutral.(4) Tourist perceptions were also evaluated in a study in the Gaspé Region of Québec, where visitors generally expressed a positive attitude towards wind farms.(6) However, when asked about the establishment of new wind farms in the future, 56.4% preferred to see a concentration of wind turbines (more than 12 turbines) in a few places, rather than fewer turbines (less than 12) in multiple locations. Furthermore, 5.6% of visitors surveyed did not want to see any wind turbines in the Gaspé Region.(7)

Economic impact

While preference studies show broadly similar patterns, very few quantitative studies published to date have established empirical links between wind farms and the net economic impact on tourism. (8) Several studies use hypothetical scenarios to assess future preferences, thus indicating likely impacts on tourism.(9,10) Such studies tend to show that visitors would not change their travel patterns to an area if a wind farm were established, as 92% of visitors indicated in a survey in Southwest England, for example.(9) Overall, there is limited evidence to suggest that wind farms have a serious negative economic impact on tourism.

A report from Scotland estimated the net economic impact of potential wind farm development by calculating the combined effect of the changing number of tourists going to an area when a wind farm is constructed and the subsequent change in expenditures, and the lowered willingness to pay for a “room with a view” in an accommodation facility affected by the construction. The study looked at four areas in Scotland that represent about 12% of the country’s tourist activity and found that, in total, 81% to 98% of the tourists to these areas would be affected.(4) It also estimated the proportion of accommodation facilities in the same areas that would be impacted by the proposed wind farms, and this ranged from 9.83% to 32.40%. In the visitor survey part of the study, 63% of tourists preferred a landscape free of wind turbines from the hotel bedroom, while 28% were neutral and 9% were positive. The authors suggest visitor perceptions about wind farms are based on where they are. Thus, opinions about wind farms are likely to change if one has a passing view for a few seconds while driving by compared to having a longer, static view from a hotel room. For accommodation establishments with affected views, the study found a reduction in use by 4.9% to 16.20% and estimated a net expenditure reduction of between 0.48% to 1.59% respectively. The study also found proposed wind farm development may lead to a 2.5% loss due to fewer returning tourists visiting the area.(4)

Conclusion

In most places, like Québec, a variety of legislative and planning tools help minimize the social and environmental impact of wind farms.(11) In addition to its visual impact, wind farm development continues to push the limits of social acceptability in terms of its planning, management, operational control and fairness with regard to the distribution of benefits.(12) The few studies mentioned here suggest that even though the majority of tourists may appear positive about wind farms, one must look closer at preferences with regard to visiting places and choosing accommodations. In this context, it would be worthwhile to independently assess the effects of wind farms on tourism at the local and regional scale in Québec.

Sources:

(1) Ministère du Développement durable, Environnement et Parcs (2006). L’énergie pour construire le Québec de demain. La Stratégie énergétique du Québec 2006-2015. Québec: Gouvernement du Québec. 138 p.

(2) Colebourn, J. (2009). “Wind turbine power project installed atop Grouse Mountain,” in the Province. September 25. Accessed online 10 Oct. 2009. Http://www.theprovince.com/story_print.html?Id=2035719&sponsor=

(3) nouvelobs (2009). “Manifestation anti-éolien au Mont-Saint-Michel,” in Le Nouvel Observateur. September 26. Accessed online 10 Oct. 2009.
Http://tempsreel.nouvelobs.com/depeches/sciences/20090926.SCI7308/manifestation_antieolien_ au_montsaintmichel.html
(4) Riddington, G., Harrison, T., mcarthur, D., Gibson, H., and Millar, K. (2008). “The economic impacts of wind farms on Scottish tourism. A report for the Scottish Government.” Accessed online 16 Oct. 2009. Www.scotland.gov.uk/Resource/Doc/214910/0057316.pdf

(5) Synovate (2003). Perception et répresentation de l’énergie éolienne en France. Ademe. 18 p.

(6) Institute CSA (2003). Impact potentiel des éoliennes sur le tourisme en Languedoc-Roussillon, France. Synthèse de Sondage. 5 p.

(7) Richard Guay Consultants (2004). Étude de marketing auprès des touristes de la Gaspésie afin de connaître leurs attitudes face à l’installation d’éoliennes. A report presented to technocentre Éolien Gaspésie-les-Îles. Québec. 37 p.

(8) Riddington, G., mcarthur, D., Harrison, T. And Gibson, H. (2009). “Assessing the economic impact of wind farms on tourism in Scotland: GIS, surveys and policy outcomes,” International Journal of Tourism Research. Published online in Wiley Interscience. DOI: 10.1002/jtr.750 http://www3.interscience.wiley.com/journal/122609399/abstract

(9) visitbritain (2006). Foresight. Issue 33. July. Strategy and Communications Division.

(10) mori Scotland (2002). Tourist Attitudes towards wind farms. research study conducted for the Scottish Renewables Forum and the British Wind Energy Association. Final Report. Edinburgh. 24 p.

(11) Ministère des Affaires municipales et des Régions (2007). Guide d’intégration des éoliennes au territoire : vers de nouveaux paysages. Québec: Gouvernement du Québec. 38 p.

(12) Saucier, C., Côté, G., Fortin, M.-J., Jean, B., Lafontaine, D., Feurtey, É., Guillemette, M., Méthot, J.-F. And Wilson, J. (2009). Développement territorial et filière éolienne. Des installations éoliennes socialement acceptables : élaboration d’un modèle d’évaluation de projets dans une perspective de développement territorial durable. Rimouski: Université du Québec à Rimouski. 227 p.

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Products and activities Trends

Whale-watching trends: Québec’s position in 2009

Whale watching is still the fastest growing sector of general wildlife tourism worldwide and this is important for Québec, since marine tourism is a lucrative activity. According to a recent report, 13 million people went whale watching in 119 countries in 2008, compared to 9 million in 87 countries in 1998.(1) In the past 10 years, the whale watching industry has grown at an average rate of 3.7% globally, although with slight variations. For example, it grew by 13% in Asia, Central America and the Caribbean, by 10% in South America, Oceania and the Pacific Islands and by 7% in Europe. Although North America remains the largest whale-watching destination as it hosts almost 50% of all whale watchers worldwide (Table 1), the sector’s growth there has slowed to 1.5% per year.

Whale watchers

Québec in the context of Northeastern America

Marine wildlife observation, particularly whale watching, is a well established part of the nature experience in Québec and the hotspot for this remains the Saguenay-St. Lawrence Marine Park (SSLMP). In this area covering 1,245 km2, a variety of marine creatures (including rare species such as belugas and blue whales) can regularly be spotted, even in close proximity to the shore.

Although the number of whale watchers has grown internationally, a general decline has been observed in the last 10 years along the Atlantic coast of North America. Québec is an exception, posting modest growth between 1998 and 2008 (Figure 1). Meanwhile, fewer visitors participated in whale watching in neighbouring destinations, with numbers declining by 25% in New England but only slightly in Nova Scotia and New Brunswick.

Number whale watchers

The impact of fewer whale watchers along the Atlantic coast of North America in the past 10 years is a drop in the number of tour operators offering whale-watching activities (Figure 2). However, the reduced number of tour operators in Québec is due primarily to business consolidation.

Number tour operators

Total expenditures attributed to whale watching are the highest in New England along the Atlantic coast, despite the decline in the number of whale watchers in the area (Figure 3). In this area, the industry generates $138.45 per whale watcher, with international clients comprising about 15% of the market. Québec ranks second in total expenditures, generating an average of $142.55 per whale watcher, with international clients making up about 20% of the market.(1)

Expenditures whale watching

Tourism in Québec’s whale-watching hotspot

In the SSLMP area, statistics show that an estimated 274,000 visitors took part in commercial boat-based whale watching in 2005, while the number of kayakers was over 35,000 per year. A further 60,000 participated in land-based whale watching at various locations around the marine park. Although about 40% of visitors were on day trips, another 60% spent an average of 3.2 nights in the marine park area and 40% were repeat visitors. (2) Whale watching clearly has a positive economic impact, but tourism benefits the park’s resource management very little or not at all because tour companies are not required to spend any of their profits on conservation efforts.(3) However, a few tour companies are associated with GREMM, a non-profit organization dedicated to scientific research on the marine mammals of the St. Lawrence and education for the conservation of the marine environment. Visitors can contribute directly to GREMM’s efforts by becoming a member, visiting the museum in Tadoussac and participating in initiatives such as the ‘adopt a whale’ program. (4)

Although whale watchers are generally satisfied with their visit to the marine park,(5) there is also growing concern that the services offered are not entirely meeting demand, meaning a proportion of people may not be getting what they want out of their wildlife-viewing trip. According to recent visitor surveys, while visitors are generally very satisfied with the area, the educational component is weaker, with surveys showing only 46% of visitors are satisfied with their learning experience. This suggests that education and learning are not fully integrated into the visitor experiences currently offered. The fact that the majority of visitors observe wildlife from large motorized boats and cruise ships is an indication that marine wildlife viewing is very much oriented to “mass” nature tourism. Some visitors also express concerns that several tour boat operators seem to be chasing after whales.

Tourism is a closely monitored activity in the park and, since the implementation of special regulations in 2002,(6) amongst other measures, tour boat operators are required to have a permit, follow speed limits and respect distance requirements when approaching marine mammals. As belugas are endangered, they must be excluded from observation activities completely. At the present time, the tourism industry has been granted 59 observation permits, divided amongst some 16 companies. Although the marine park is vast, most boats leave from the quays at Baie-Sainte Catherine and Tadoussac, generating intense maritime traffic of about 80,000 trips per year. The resulting environmental impacts are numerous and include noise, traffic and collisions with marine mammals.(7)

Where to next?

The whale-watching industry has reached a certain maturity in Québec, compared to other destinations, although it appears to be a viable activity for now in the context of the North American Atlantic coast. Some of the issues raised in the Saguenay-St. Lawrence Marine Park suggest that the tourism sector could reassess its approach to operations management and work to find a balanced co-existence with conservation. It is in the industry’s interest to manage wildlife observation more responsibly, so perhaps there is a need for a sector-wide educational toolkit, as well as some voluntary measures, such as certification and a code of ethics for responsible operations.

The local tourism industry could also collectively reconsider how to positively contribute to the conservation value of the park, since it is a protected area and an industry hotspot. Other things to review include the type of experiences offered, and what actions could be taken to ensure that the interests of the growing, and more eco-conscious, responsible travel market are also met. The park and industry alike could benefit by making interpretation a more integral part of the visitor experiences offered. Besides teaching people about conservation issues, they could encourage a variety of other low-impact activities already offered in the wider Saguenay region, such as those along the Whale Route.

Sources:

(1) O’Connor, S., Campbell, R., Cortez, H., & Knowles, T. (2009) Whale Watching Worldwide: Tourism numbers, expenditures and expanding economic benefits, a special report from the International Fund for Animal Welfare, Yarmouth, MA, USA, prepared by Economists at Large.

(2) Parks Canada. (2005) Visitor Survey. Québec Service Centre, Parks Canada Agency.

(3) Saguenay–St. Lawrence Marine Park. (2008) Report of the public consultations on the Review of the Management Plan. Saguenay St. Lawrence  Marine Park. 43 p.

(4) Group of Research and Education on Marine Mammals (GREMM). Last accessed Oct 13, 2009. http://www.gremm.org

(5) Gosselin, D. and Priskin, J. (2009) Présentation dans le cadre de l’atelier de travail collectif sur les activités en mer au Parc marin du Saguenay—Saint-Laurent. September 9-10, 2009, Tadoussac.

(6) Marine Activities in the Saguenay–St. Lawrence Marine Park Regulations. Last accessed Oct 13, 2009. http://www.parcmarin.qc.ca/1942_an.html

(7) Gareau, D., Pagé, M., Balej, R., Langlois, D. and Désaulniers, J. (2009) Activités en mer au parc marin du Saguenay-Saint-Laurent. Document de reflexion 2009 aux fins de discussion. Parc marin du Saguenay-Saint-Laurent, Tadoussac. 30 p.

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Products and activities

A new trend: Culinary team building

Much in demand by companies, culinary team building activities were named one of the top ten meeting trends of the year by Benchmark Hospitality International. On the menu: challenges like creativity, communication, conflict resolution, time and resource management and cooperation. The result: new friendships, a more unified team and delicious meals!

This trend is closely associated with another, dubbed “Work hard, play hard.” In fact, Benchmark notes that a bigger slice of meeting and convention budgets is being allocated to leisure and team building events. Though companies are still demanding more from their employees, they are also recognizing the need to balance this with fun activities like a round of golf, a spa visit, or even a cooking class. Microsoft, Westin, KLM, eBay and many other corporations are sending their employees to the kitchen.

A simple recipe for cooperation

Team building sessions can take a variety of forms, but they are often associated with physical activities, sometimes extreme in nature, that are not necessarily suitable for all employees. Golf, rafting, treasure hunts and role-playing are just some of the ways in which employees can accomplish something together outside the workplace. Unlike golf, which is appeals primarily to golfers, and rafting, which is too extreme for some people, cooking lessons are a simple, relatively inexpensive and highly accessible way to get people together. Furthermore, culinary activities focus more on cooperation than other, more competitive, activities do.

Delicious benefits

Like any organization, a cooking class follows a system: to succeed, participants must set deadlines, use limited resources, make decisions and cooperate. In the kitchen, individuals assigned different roles are put into groups to create a product, in this case, a meal. Participants share responsibilities and learn to appreciate the individual skills of each team member as they work towards a common goal: grilled lamb, sautéed mushrooms or a rich chocolate sauce!

Events can be customized to meet the goals and budget of each specific group. Another very popular option is to have the experience include an opportunity to work with a renowned chef.

Cooking is an enjoyable activity that everyone is capable of doing. In fact, one’s prowess in the kitchen is in no way related to one’s tasks in the workplace; roles are sometimes reversed, stereotypes fall by the wayside and a new group dynamic can emerge. Since the kitchen is a familiar environment and food is a universal language, people who cook together can become closer in a way that endures beyond the team building exercise itself.

The secret to success: Planning and consistency

  • To be successful, a team building activity begins long before the session itself, which must be well planned. Ideally, a team of employees should be formed to organize the event.
  • For maximum effect, the activity should be consistent with the company’s overall organization. In other words, its corporate culture, values and internal practices should underscore the team concept on an ongoing basis.
  • Participation will be greater if the team building activity is organized around a business goal that all employees can contribute to.
  • To take full advantage of the potential of team building, organizers must set real work goals, determine how the learning will be integrated into the workplace and decide what type of follow-up will be done, all before the activity even takes place. Doing so will lead to better planning.

A poorly planned team building activity can lead to negative consequences. This can happen if the event does not complement the company’s usual work environment. For example, if the company normally rewards individual efforts, an activity to build team spirit will likely have no impact and even strike employees as a waste of time. Similarly, if an event lacks follow-up or is not related to concrete, consistent actions in the workplace, it could well damage employee confidence, motivation and productivity.

Some examples

  • CEO Chef is first and foremost a team building company. Following a short introduction and some safety tips, participants form teams and name a leader. Then the workshop leader presents the “culinary challenge.” Teams must prepare the food according to the instructions (which are often far from complete). The goal is team work, creativity and trusting others. After the cooking, the workshop leader leads a discussion about the lessons learned. CEO Chef comes to the convention or meeting site and brings all the equipment needed for the team building activity.
  • Along the same lines, Recipe for Success has a very diverse menu: sushi, chili, chocolate, ice cream, and even ice sculptures! Other outfits are Hands on Gourmet and Parties that Cook.Other companies like Gourmet Retreats in California and Tall Order in Vancouver specialize in a variety of culinary experiences, with team building being just one of their activities.
  • The Bellagio Hotel in Las Vegas is currently building an enormous kitchen that will be used exclusively for classes and demonstrations as well as team building activities.
  • The Institut du tourisme et d’hôtellerie du Québec (ITHQ) and the Académies Culinaire de Québec and de Montréal offer cooking classes to private groups and open their facilities to companies who wish to hold team building events.
  • The Québec Resorts and Country Inns network offers culinary team building as one of the indoor activities available at its establishments.
  • Montreal outfit La Cuisine de Lili Margot is a place where guests help make their own meal with the help of a chef. It is also available for team building activities.

Take the plunge!

With its positive outcomes, accessibility and user-friendliness, culinary team building seems to be making a name for itself. Participants gain a better understanding of their team’s strengths and challenges, as well as insight into how to manage its dynamic. And, of course, the highlight is the delicious group meal that follows.

The phenomenon has even reached Quebec. However, while there are some exciting initiatives, it is not clear that the supply is ready to meet the demand of meeting and convention organizers. There is definitely room for an organization to develop such activities for conventioneers and business travellers in Quebec. Of course, though hotel owners cannot simply become group leaders of team building activities overnight, they can certainly open the doors of their kitchens and develop such events in partnership with specialized companies, organizational psychologists or other professionals.

Perhaps the idea should simmer for a while…

Sources:
– Healthfield, Susan M., “Keys to Team Building Success,” About.com: Human Resources.
– HotelOnline. “Benchmark Hospitality’s Top Meeting Trends for 2007,” March 6, 2007.
– Vallerand, Nathalie. “Drôle de team building!” Affaires Plus, December 2007.

Websites:
– www.recipeforsuccess.com
– www.handsongourmet.com
– www.partiesthatcook.com
– www.tallorder.ca/retreat-programs
– www.desmondgv.com/conference/team_cook
– www.academieculinaire.com
– www.reunionschampetres.com
– www.lilimargot.com

Catégories
Products and activities Trends

Adventure Tourism Trends

If recreational equipment and residential components are included, the adventure sector is now a trillion-dollar industry. Commercial adventure tours make up only part of this sector, but a significant one. Outdoor tourism, largely adventure, makes up at least one-fifth of the global tourism industry. Adventure trends are therefore significant to the tourism industry as a whole.

Growth. In the past few decades, the commercial adventure tourism sector has continued to grow. Many cash-rich, time-poor, reasonably fit people now treat adventure activities as purchasable short-term holiday packages, rather than as lifetime personal investments in skills and equipment. This has led to expansion at both the low-skill and high-skill end of the adventure sector.

Product price pyramid. The adventure tourism industry includes a small number of very highly priced products which rely on specialized equipment, take place in remote areas, or require considerable prior skills, and a large number of short, low-priced, unskilled products in accessible areas close to major tourist gateways.

More luxury. The level of luxury available in adventure tours continues to increase. Backpacker buses are more comfortable. Wildlife heliski and diving lodges have spas and massage therapists. Dive boats, surfboats and heliski operations offer private charters with especially luxurious facilities. Expedition cruise boats have suites with satellite phones, and sometimes even a helicopter. It has almost become a truism that successful adventure tour operators continue to move up-market.

Adventure destinations. The number of tourist destinations marketing themselves specifically as adventure destinations, often using the term adventure capital, has increased greatly in recent years. Some of these are long-standing tourist destinations that have added new products or changed their marketing strategies. Others are small-scale destinations seeking to develop tourism through a portfolio of adventure products. Some also use adventure events as destination marketing tools. Adventure events are growing rapidly in number, scale and variety.

Amenity migration. In some areas, outdoor recreation opportunities and, to a lesser extent, commercial adventure tourism, have triggered amenity migration. This in turn has led to an increase in adventure tourism as the amenity migrants seek commercial opportunities to maintain their lifestyles.

Retail packaging. Many tour operators offer a portfolio of products at different destinations. They do not necessarily maintain an operational base at each of the destinations concerned. Most are retail packagers which sell a range of local tour products to an international clientele. There are also specialist tour operators which offer similar products or activities at multiple destinations.

Combination products. It has become commonplace for individual tour operators to offer a range of different adventure activities at a single destination. These are often packaged as a discounted bundle of individual tours, marketed as a « combo » product. Some combo products simply involve syndicated marketing, with on-ground activities operated by separate companies. Alternatively, a single company either buys up local competitors offering other activities, or acquires equipment, staff and permits to conduct similar activities itself.

Cross marketing. There is a strong trend towards increased cross-marketing links between adventure tourism products and other products purchased by the same consumers. These links are made through magazines, mailouts, inserts, Internet websites, television, films, fashion, shops and merchandising, mobile phones and music players, and entertainment venues such as nightclubs.

Exploratories. Many top-end adventure tourism companies now offer “exploratories” as well as routine tours. These are not necessarily first ascents, descents or traverses, but they are generally new itineraries, for that operator at least. The term is used both as a marketing device, to advertise adventure, and as a legal disclaimer, to warn clients that the trip may not necessarily run smoothly or according to plan.

Flexible itineraries. Other tour companies also make a virtue of necessity by advertising that their schedules or itineraries are flexible and that this is part of the adventure. This approach is used at both ends of the economic scale, from overland buses to polar expedition cruises.

Copycats and takeovers. Establishing a new adventure tourism product requires considerable investment in product development and marketing. Once a product has become well-known, other entrepreneurs often attempt to take over the operation, or establish copycat products at undercut prices. This is a particular risk for new products in developing countries. A number of examples are now well documented.

Insurance. Because of litigation, especially in North America, adventure tourism providers have become increasingly concerned over issues of potential liability. This has led to increasingly lengthy and complex pre-trip waivers and disclaimers, as well as much-increased insurance premiums. For some activities in some countries, it has simply driven many former providers out of the market. With reduced competition, remaining operators have increased prices so as to cover increased insurance costs. Liability-capping legislation, either general as in New Zealand or activity-specific as in some US states, is increasingly important for the future of the industry.

Source:

Buckley, R. (2006) Adventure Tourism, CABI, Oxford, [www.cabi.org].

Catégories
Ailleurs dans le monde @en Products and activities

Trends in the short cruise market

Boat tours/cruises are still considered a « new » tourist product. Although Quebec’s industry is based on the star attraction of whale?watching, short cruises now represent one of the world’s most diversified product lines. The following report is an overview of the major trends characterizing this sector, an important vector for regional economic development.

The popularity of theme cruises

Companies offering short cruises continue to proliferate at a steady pace, offering a wide variety of products. Among the classic products are sunset cruises, dinner and fireworks, guided tours, boat dances and romantic suppers.

However, cruises are increasingly providing a forum for innovative activities involving role-playing, where passengers are invited to indulge other aspects of their personality and temporarily leave everyday life behind on the dock while they enjoy their time on the water. Theme cruises figure prominently in the array of nautical products offered in major North American and European cities. In addition to providing an original boating experience enabling participants to see the city from a different perspective, these tours offer access to a playful world where passengers become not just actors, but participants in the show. Among the more popular themes are casino cruises, treasure hunts and murder mysteries.

Other popular options are cruises featuring stories and history, whether local, national or international. Instead of passively observing an urban landscape, passengers participate and learn.

Enriching experiences

Professionals working in the short cruise market have recognized that their clientele has a need to escape the everyday, and seek adventure in the form of a relatively original tour. This has resulted in the use of ships that evoke the past or recreate an exotic locale. Steamboats, sailing ships and schooners are part of the heterogeneous fleet, rich in symbols, operated by this sector. There are even pirate ships, like Captain Memo’s Pirate Cruise in Florida.

Cruises give travellers a chance to familiarize themselves with local and ancestral cultures. For example, a growing number of cruise passengers are visiting Icy Strait Point, site of Hoonah, Alaska’s largest Tinglit village. This stop offers visitors contact with a culture in its natural environment.

Gourmet dining is also a key element in cruise products. As part of its river cruises in China, Viking River Cruises offers menus designed by internationally renowned chef Martin Yan.

Red Balloon Days, an Australian company specialized in original gifts, organizes the Massage & Beauty Cruise on Sydney Harbour. This three-hour cruise includes a full-body massage, a facial massage and other services devoted to relaxation and pampering.

Another Australian outfit, Captain Cook Cruises, offers dinner cruises on Sydney Harbour, featuring a recital of opera singers performing famous arias.

Something for everyone

Cruise companies are now trying to attract clienteles that they had previously tended to ignore. This has given rise to cruises targeting specific segments (gays/lesbians, families, singles, nudists, and others).

Businesspeople are one of the market segments targeted by short river cruises. Brunches, meetings, business meals, employee incentives and company parties are just some of the occasions when companies call in specialists to design activities and services especially for their needs. Organized according to various themes, these cruises rely on the cramped nature of boats to facilitate team-building.

A large number of companies offering short cruises also target the family market. No longer content to attract couples with the lure of romanticism, they would also like to position their products as true family activities: educational and fun for the kids, organized yet relaxing for the parents.

Building on the fun and festive aspect, companies are combining the nautical with the musical (live bands, DJs, karaoke, etc.), dancing (balls, salsa nights, etc.) or special events (Halloween, Oktoberfest, Mardi Gras, proms, etc.) as they aim for a younger, dynamic clientele.

Enhanced by experts

Boat tour/cruise companies try to differentiate their products by calling on renowned experts or hiring staff specialized in the natural and social environments visited. This creates products enhanced with a note of professionalism, like the following examples:

  • Companies who belong to the Niche Cruise Marketing Alliance hire experts (historians, geographers, zoologists, anthropologists, etc.) for their cruises so they can share their knowledge with passengers.
  • Quark Expeditions has invited author Jennifer Niven to participate in one of its cruises. The company organizes the Russia’s Far East & Wrangel Island cruise, which visits the places described by the writer in two of her novels. The cruise is an opportunity for passengers to learn about the history brought to life in her novels.
  • Clipper Cruise Line, a US company, offers cruises which tour sites of major 20th-century battles involving American soldiers. Whether in the Mediterranean, on Europe’s Atlantic coast, in the Pacific or in Vietnam, passengers are invited to relive these battles with the guidance of historians and experts in these periods of history.

Development of port areas

Around the world, some long-abandoned port areas are starting to attract the attention of developers. Since the downtown areas of major North American and European cities naturally tend to have limited open space, former industrial areas, and ports in particular, offer a lot of potential for new developments and neighbourhoods. Sometimes very large in size, they can accommodate ambitious, multi-functional development plans. In addition, areas located near the water are naturally attractive, meaning that development plans can be designed to accommodate both residential areas and recreational activities.

This is the approach adopted by cities like Boston and Toronto, who are merely following the successful projects initiated by many cities, particularly those in Europe. When Barcelona redeveloped its seafront in preparation for the 1992 Olympic Games, it was a pioneer in this field. Deciding to fully embrace its position on the ocean, the city completely reinvented its urban landscape and created a space where culture, city life, and commercial and marine activities could live in harmony.

Some recent practices may lead to a new perception of what constitutes a cruise ship’s home port. In Moscow, for example, when the Volga River freezes in the winter and is closed to navigation, the Volga Flot company engages in a form of « seasonal recycling » and uses one of its ships trapped at the dock as a hotel.

Source:
Chair in Tourism, UQAM School of Business Administration. « Étude de l’offre récréotouristique nautique et portuaire dans les centres urbains, » March 2006.

Catégories
Customer segments Products and activities

More to luxury travel than meets the eye

The transition from an emphasis on the tangible to a focus on the emotional is changing the face of luxury travel. Products are evolving to include uniqueness, eccentricity and exclusivity in the travel experience. In the luxury market, authenticity is key and providers have to keep things fresh.

Without doubt, today’s luxury consumers are increasingly diversified and their behaviour has changed over time. Travel industry insiders now talk about traditional luxury versus new luxury: the former is associated with five-star hotels, posh resorts and high prices, and the latter, while still expensive, is the anti-thesis of material consumption and the desire to possess costly objects. Focused on emotions and experience, it has more to do with the manner in which one consumes luxury items.

Luxury means…

  • a spacious hotel suite, a room with a view, a penthouse, a limousine
  • an upscale brand, a place where the staff knows your name

But it also means…

  • time, space, silence, privacy
  • an emotional experience
  • getting away from daily concerns and the complexity of the world at large to a place where everything is simple and easy
  • something original, out of the ordinary, and above all…
  • exclusivity!

A diversity of experiences, from the eccentric to the unique

A luxury traveller can rent a fifty-room castle in the Scottish Highlands for a family reunion or charter a fully crewed yacht for a honeymoon in the Mediterranean. He can practice an extreme sport and look forward to a butler and spa services at the end of the day. Interested in personal development, she can learn photography, sailing, join an archaeological dig or cook with a famous chef. Consumers are pushing the envelope in their quest for what is new and exclusive. Established standards are falling by the wayside; more and more, luxury clientele want to be where the action is and optimize the self-fulfilment aspect of their experience.

The upscale travel site www.thebluefish.com offers clients the chance to become a fighter pilot for a day (Top Gun Challenge), fly over the Himalayas and see the summit of Mt. Everest, take part in a high-performance boat race from Miami to Key Largo (Poker Run), take a private jet to an exclusive golf and safari experience in South Africa, and more.

Conversely, luxury travel can also cater to a completely different set of needs: relaxation, privacy, a focus on health, personal pampering and an opportunity to experience renewal. These other needs mean that companies operating in the luxury niche have to offer a wider variety of more sophisticated products – from spas to spiritualism and from mud wraps to meditation.

At the same time, there is the desire among luxury consumers for ownership – even partial – of something like a villa, yacht or condominium on board a cruise ship. There is also the « small is beautiful » concept, where guests seek the privacy of a residence club or the ambience of a small hotel to fulfil their desire for intimacy.

Many destinations that are still considered exotic, such as South America (with Brazil at the top of the list), the Baltic states, Africa, China, the Middle East, Asia and the Pacific Rim, are attracting new customers, while established urban and resort destinations (London, Paris, Tuscany and the Côte d’Azur) are holding their own.

Soul and style now the signature of the hotel industry

Prestigious institutions in the world of luxury accommodation have recently created chains. For example, the Crillon luxury banner has the celebrated Hotel de Crillon in Paris as its flagship, while the Waldorf-Astoria has given rise to the new Waldorf-Astoria Collection. Another new chain, Capella Hotels & Resorts, has been launched under the direction of Horst Schulze, the man behind the recent success of the Ritz-Carlton.

For the past several years, celebrated architects and icons from the world of fashion and design have been developing hotels stamped with their signature style (there are hotels named Armani, Bulgari and Versace, and each of the 11 floors of the Hotel Puerta America in Madrid was designed by a famous architect). Bathrooms are getting bigger and more lavish. Many hotels are taking on local accents by using materials and décor that reflect the culture of the host country.

Customized and « tailor-made » solutions are now the order of the day. The size of a hotel is becoming a distinguishing factor because it is still quite difficult to deliver quality, personalized service in an establishment with over one hundred rooms. Long-established luxury hotels must shake off the dust if they want to attract Gen Xers (25-40 year-olds), a growing customer segment. In fact, the reputations and austerity of such hotels tend to intimidate these young consumers who are looking for a more modern image and the ease afforded by high-tech amenities.

Spa products very popular

Neil Jacobs, senior vice president-operations, Asia-Pacific, for Four Seasons Hotels, stresses that spas are now a given, just like restaurants and meeting space. Spas have become a deciding factor when selecting a place to stay. Although still in their infancy, destination spas are experiencing tremendous growth. Spas come in various forms: eco-spas, thalassotherapy spas, medi-spas, urban spas and ayurvedic spas (employing traditional Indian folk medicine), to name a few. The privacy afforded by spas, the service focus of these resorts, experienced therapists, authenticity, elegance, refinement and excellent cuisine (famous chefs) are all elements of a luxury experience.

Airline services taking off in all directions

The inconveniences of air travel (crowded airports, restrictive security measures, waiting times, deteriorating service, delays, etc.) discourage most passengers. To avoid these problems, to make every minute count, and to enjoy point-to-point travel with no transfers, many wealthy travellers are turning to various alternatives.

Air taxi services are becoming more common (e.g. Boston-Newark), offering competitive fares and reducing the delays associated with traditional airlines. A helicopter service (US Helicopter) now takes passengers between downtown Manhattan and Kennedy Airport in only eight minutes for US$160.

Rental, charter, co-ownership and ownership of jets are just some of the other options explored by wealthy customers. Growing demand has made the process easier and chartering a jet is becoming as easy as renting a car. The very latest service innovation is the membership card (which requires a large deposit) that enables the holder to subscribe for prepaid charter time at a lower hourly rate.

The new A380 airplane is redefining the notion of luxury service. Its interior can be configured to offer a bar, office, casino, gym, lounge, private sleeping area, open area so passengers can stretch their legs and, the height of luxury, showers! However, water for showers remains problematic because of the weight.

If you are in the business of luxury, it’s got to be real!

In this market segment, the « best » is standard. Although high prices remain a given, they are not the only mark of a luxury product. A number of words contribute to the perception of value: exclusivity, reputation, brand integrity, experience. The « take-care-of-me » attitude of this clientele, the desire for personalization and recognition of one’s standing all require flawless service and flexibility. Moreover, a personal butler for each guest is becoming the norm in the highest luxury bracket.

Although the luxury travel industry is booming, it is worth noting that the life cycle of a luxury product is relatively short and the concept of quality is no longer so narrowly defined. Company executives are feeling market pressure to create more diversified, authentic and unique experiences. Companies must constantly: refresh their products and embrace innovative concepts; update their products to keep them timely, modern and current; adapt products for every customer so that clients enjoy a personalized experience; and recruit exceptional staff who can deliver on the experience.

However, there is an industry trend towards one-upmanship that should be avoided. Is it necessary to offer a choice of 18 different pillows in every room? Does bottled water have to be served by a sommelier? Should customers be able to select from among 12 different pens simply to sign a restaurant bill? If a company is known for impeccable quality, customers should have total trust in the brand.

As clients in this sector become increasingly demanding, customer relations management is key to building loyalty. For this reason, providers must emphasize service quality, attention to detail (like a hand-written note) and extend their efforts both before and after the customer’s stay.

Sources:
– HotelMarketing.com. « Survey: 2006 Consumer Trends in Affluence & Luxury, » June 23, 2006.
– Smith Travel Research. « Experts Discuss Future Of Luxury Travel, » June 26, 2006.
– Travel Weekly, special issue « 2006 Consumer Trends in Affluence & Luxury, June 14, 2006:
– Chipkin, Harvey. « Hotels Indulge the ‘Give Me More’ Generation. »
– Chipkin, Harvey. « Spa-centric Hotels Part of an Evolving Trend. »
– Gebhart, Fred. « Private Jet Travel Taking Off in All Directions. »
– McDonald, Michele. « Airbus’ A380 To Send Luxury Transport Soaring. »
– Weiner Escalera, Karen. « Luxury Travel Now… And What’s Next, » [Hotel-Online.com], October 2005.
– Weiner Escalera, Karen. « Luxury Travel Now And What’s Next for 2006, » [Hotel-Online.com], March 2006.
– Weiner Escalera, Karen. « Luxury Travel Now And What’s Next III, » Smith Travel Research, May 2006.

Catégories
Products and activities

Culture: The key to urban tourism

In the new millennium, Montréal’s leaders and opinion-makers have continually emphasized that the future of their metropolis is tied to culture. But it isn’t the only city to have recognized the value of culture. Toronto has decided to invest heavily in its cultural infrastructure, while New York City has opted to directly support creative endeavours in order to consolidate its reputation as a city of cultural excellence. More than ever before, culture is the beating heart of a city.

Economic advantages of culture

In a world where cities rather than countries are the real players in a competitive global economy, culture is now widely recognized as a vehicle of economic and urban development. By virtue of its ability to generate a creative environment that attracts the investors and talents of the new knowledge- and innovation-based economy, culture is destined to become increasingly ingrained in the urban fabric.

So it’s no coincidence that urban tourism is associated naturally with cultural tourism. A recent study by the European Travel Commission suggested that a mere 20% of tourists who visit a European city mention culture, in the broad sense of the term, as the main reason for their visit. Yet even if a large number of urban tourists do not view themselves as cultural tourists, the majority of urban vacations include at least one cultural activity.

While urban cultural tourism continues to be dominated by the great capitals of culture such as Paris and London, the current trend of improving the cultural offering means even cities previously lacking cultural interest can emerge as new tourist destinations.

Development through construction


Faced with the daunting challenges of urban renewal, many cities choose to develop major cultural infrastructures as a way of tangibly communicating the transition towards a new economic era. Among the oft-cited examples is Bilbao in Spain, which signalled its march to the future by commissioning world-renowned architect Frank Gehry to design the breathtaking Guggenheim Museum. In addition to transforming Bilbao?s image, the museum drew more than 1.3 million visitors in its inaugural year, 1997. Significantly, 79% of the visitors said they chose Bilbao as a destination with the express purpose of seeing the museum.

Bilbao’s success has inspired numerous European and American cities to revamp their images and breathe new life into tourism by constructing major architectural works.

In Scotland, the city of Glasgow, proud possessor of a substantial industrial heritage, is investing in the creation of a spectacular new Museum of Transport, scheduled to open in 2009.

Toronto, too, has launched several major projects, including the overhaul of the Royal Ontario Museum ($200 million), construction of the Opera House ($181 million), Gehry’s redesign of the Art Gallery of Ontario ($180 million) and the renovation of the Gardiner Museum of Ceramic Art ($15 million).

Rethinking the urban space

Other cities have opted instead for urban renewal projects aimed at enhancing and improving access to the culture. Some of these projects are meant to re-energize a heritage district and others to change the vocation of an old quarter, as in the case of the revitalization of Québec City’s Petit Champlain and Saint-Roch districts. The latter, site of workshops and stores since the founding of New France, is today a thriving mix of historic homes, restaurants, businesses and theatres. Saint-Roch, meanwhile, owes its new lease on life to one of the largest urban construction projects in the provincial capital. The city invested $5.2 million in the landscaping of Jardin Saint-Roch, a veritable oasis of greenery amidst the greyness of the then-neglected neighbourhood. Today the neighbourhood is a hot new destination in the heart of the city, boasting trendy restaurants, fashionable watering holes, lovely avant-garde boutiques and more than 100 artists’ studios.

Redevelopment can also help structure the urban cultural offering. In Montréal, municipal leaders have been working in partnership with local tourism and cultural sectors since 2003 on development of an arts and entertainment district to be called the « Quartier des spectacles. » A similar initiative was recently launched by Vancouver, which this past April (in collaboration with British Columbia’s Ministry of Tourism, Sports and Arts) announced a $10-million investment to support creation of a cultural precinct in the heart of downtown.

Vienna, meanwhile, saw fit to think big, combining the concept of a cultural district with new cultural buildings to create a kind of « complex of culture » – the Vienna Museum Quarter. At 60,000 square metres, the vast cultural-tourism-recreational site features more than 40 cultural institutions showcasing art in all its forms. In its first year, the complex welcomed more than two million visitors.

Urban vitality and local culture

Other cities are tackling the issue of cultural development with an approach that’s less about architecture and urbanism, and more about trying to promote and support the creativity of artists and artisans as well as the characteristics of the local populace. In this vein, the mayor of New York recently declared that development of the city’s cultural vitality depends on the energy of its cultural endeavours, and that a special office would therefore be created to directly support creative artists and actively defend New York’s title as North America’s arts and culture capital.

In Washington, DC, in an effort to ensure that cultural development benefits all, the organization Cultural Tourism DC has developed self-guided walking tours through historic neighbourhoods located outside the traditional city centre. The objectives were to promote Washington’s different neighbourhoods, get local communities involved, develop cultural products and foster success by ensuring products were truly ready to receive visitors. This approach recognizes culture as an engine for tourism development, and that participation of the local population is necessary for sustained cultural development.

Meanwhile, the popularity of many festivals among locals and tourists alike is another interesting illustration of how culture can act as a promoter of local development. French sociologist Gilles Arnaud says the success of festivals arises out of a number of trends, such as:

  • the quest for pleasure, shared feelings, and spontaneity, rather than over-intellectualized pursuits,
  • an attraction to the transitory, as opposed to the traditional idea of culture as something durable, permanent and intangible down through the ages.

Authenticity comes first

It appears each city must adopt an approach to cultural development tailored to its specific circumstances, history and means. Urban and cultural tourism, for its part, is simply what flows from the existing and constantly evolving dynamics between the inhabitants of urban spaces and those who visit them. City planning, sociology, tourism and ultimately the economy itself appear to be but variables in the same equation: that of living well together.

In collaboration with Matthieu Clair Saillant

Sources:
Brault, Simon. « Montréal, métropole culturelle inachevée, » Le Devoir, April 27, 2006.
City of Vancouver. « Province and City Plan New Vancouver Cultural Precinct, » Press release, April 5, 2006.
Cloutier, Mario. « Montréal n’a rien à envier à Toronto comme métropole culturelle, » La Presse, May 10 , 2006.
Commission Européenne du Tourisme. « Une étude de l’OMT et de la CET analyse les futurs enjeux du tourisme urbain et de la culture en Europe, » Press release, November 8, 2004.
Joyal, Serge. « Montréal a-t-elle perdu son statut de Capitale culturelle du Canada? » La Presse, August 15, 2005. Plaza, Beatriz. « Evaluating the Influence of a Large-scale Cultural Artefact in the Attraction of Tourism – The Guggenheim Museum Bilbao Case, » Urban Affair Review, Vol. 36, No. 2, November 2000.
Rioux Soucy, Louise-Maude. « Tourisme culturel: New York sort les griffes, » Le Devoir, April 6, 2006.

Catégories
Products and activities Sustainable tourism

Opportunities and Issues in eco-adventure tourism in Quebec (Conference Report)

The eco-adventure sector of Quebec is comprised of small to medium sized businesses with vast variations in client numbers and profits and this year’s annual AÉQ* conference highlighted the numerous challenges facing this industry. These are not radically different from those in other developed countries, but are typical of an emerging sector constrained by having to adhere to strict principles.

In the era of sustainable development, the social and environmental responsibility of businesses is paramount and this is remains a challenge in Quebec on many levels. Although a clear effort has been invested to organize eco-adventure tourism in Quebec, certain areas need improvement. Many of the issues, as their solutions are complex and interrelated, including small profits, acute seasonal fluctuations in visitor numbers, leadership, organizational structures and governance. This article is not an exhaustive discussion of all issues, but is a general report of what has been highlighted during the conference this year.

Human resource problems

Although economic trends suggest eco and adventure tourism continues to grow, numerous businesses seem to struggle with small profits, recruiting and keeping competent guides, ensuring fairness and equality of salaries (especially in remote areas and in winter). The reality of eco-adventure guides is difficult, in the face of very low salaries and limited professional recognition, as there are no industry standards for their employment in Quebec. This creates inequitable situations between businesses, as well as guides who are trained and experienced, and those who are not, and between guides from certain institutions and those belonging to professional associations. The ratio of « real’ employment opportunities in Quebec in adventure and ecotourism guiding vs. the number of trained guides on the job market is also an issue.

Regional development

The contribution of eco and adventure tourism to regional development is variable across the regions of Quebec. In general, regional development remains a big challenge for numerous reasons, notably in remote areas with limited infrastructure and service provision.

As elsewhere in the globe where regional economies are traditionally dependent on natural resources, Quebec struggles to favorably and quantitatively present ecotourism. For example, a mining company is often ready to invest 500 million $ and guarantees 300 jobs for 30 years. In the same region, an ecotourism company can say that 10 guides may be needed over this period (if all conditions remain favorable). This is difficult to resolve, but can be addressed firstly by having reliable studies that monitor the net social, economic and environmental benefits of ecotourism in Quebec.

Furthermore, it appears that the eco and adventure sector has a low profile in certain regions and is not always actively involved in important decision-making processes. A solution may be to be more proactive and communicate with elected members, as well as the general community, who need to be informed and educated about the values of ecotourism. Ecotourism can be relatively easily integrated into existing economic and social structures and harness partnerships that have multiple benefits. It appears that Quebec needs a more precise vision for eco and adventure tourism in each region, as well as a series of strategies and implementation plans for the medium and long-term in an economic, social and environmental sense.

Resources and Environment

The long-term prosperity of the industry depends on access to quality natural resources, which was a recurring theme throughout the conference. Equally, the threats created by extraction industries were emphasized (especially forestry and hydroelectric dams). The question of protected areas is a continuing issue and concern remains over the small % of protected areas in Quebec compared to global trends. The global challenge of providing access to protected areas whilst maintaining the quality of resources is equally pertinent in Quebec.

Quebec’s eco and adventure sector is working towards reducing negative environmental and social impacts through Leave No Trace, a proactive international program, adapted and implanted via AÉQ and its partners. The program aims to reduce and avoid negative impacts via education, research and partnerships, while ensuring the needs and satisfaction and needs of users. Although everyone agreed on the importance of the program, the reality of implementation and adaptation remains a challenge, often due to practical difficulties.

Products and Marketing

Quebec has a range of eco and adventure products, but it could improve its positioning in the face of fierce global competition as an eco-destination. How to sell Quebec’s winter ‘appropriately’ and ‘hot’ remains probably the biggest challenge. Given the climatic extremes, businesses could diversify their product and be more polyvalent. There is a need to create more networks around regional product themes, as highlighted by the noteworthy case of the ‘Appalachian Trail’. Many opportunities also remain to develop more combined ‘nature and culture’ products in Quebec. As it was well noted, if Americans can successfully develop products such as ‘in the footsteps of Henry D. Thoreau’, why can’t Quebec offer ‘along the trails of Vigneault’ on the Côte Nord? The regional product possibilities are festinating.

There is still room in Quebec’s eco-adventure sector to establish more local and regional cooperatives along the principles of solidarity as was highlighted, by the noteworthy case of Cap Jaseux. Similar opportunities exist in all regions between tour operators, hotels and others. Such cooperatives allow resource and knowledge sharing, and encourage product complementarities by reducing doubling-up. Furthermore, cooperatives enable more focus on creating unique, and high quality experiences. Although such alliances give synergy for the industry, the risks associated were well acknowledged. The case of Quebec Maritime also illustrated the values in regional networking for more efficient destination marketing.

Conclusion

Quebec’s eco-adventure sector is well on its way in implementing the principles of ecotourism, despite some challenges. Overall the industry is increasingly conscientious to ecologically manage business and clients, but some work remains in this area. Ecotourism has an important role to play in Quebec, primarily to be ahead of the rest of the tourism industry in implementing the principles of sustainable development and show how tourism can positively contribute to economic diversification in a responsible fashion. The latter is also the responsibility of the whole tourism sector, given recent policy orientations in Quebec. Aside from the above issues, work remains in other areas such as establishing a quality certification program and the monitoring of industry via reliable indicators. This could raise the profile of the sector and better inform decision-makers and reassure potential investors.

Source: http://www.aventure-ecotourisme.qc.ca/