Catégories
Products and activities

Public Toilets: an essential but under-appreciated amenity

While most people smile upon hearing them mentioned, public toilets are actually a serious topic, as they enable all human beings to fulfill that most basic human need: answering the call of nature. Some client groups – pregnant women, families with young children and people with special medical needs, for example – are more inconvenienced than others when restrooms are scarce to non-existent. With the growth of tourism in general, and the increase in family and senior travel in particular, demand for these amenities is growing.

Investment, and Image Enhancement

Countries with strong tourism growth have found just how crucial public toilets can be. Iceland, where international visitors have more than tripled in the last five years, reaching over 1.7 million in 2016, has realized that reviewing this basic service is an important priority. The government has invested over CAD$1M to build 15 toilets for tourists all around Iceland, primarily in areas outside the capital city.

An initiative of Thailand’s Tourism and Sports Ministry, the Clean Toilet Campaign was launched to ensure tourism operators provide clean and attractive restrooms in tourist attractions nationwide. The Ministry even launched a Clean Toilet Photo Contest (!), where people are encouraged to take selfies in the country’s clean toilets and share them on social media. The government has said the campaign is about enhancing the image of the country’s tourist attractions and, above all, of Thailand itself.

The Nice Toilet Program

Germany has come up with a sensible, affordable solution to the lack of public toilets. Rather than building and maintaining expensive public restrooms, about 230 cities are taking part in the Nette Toilette or Nice Toilet private program. It works like this: the cities pay a monthly fee ranging anywhere from €30 to €100 (CAD$33 to $110) to restaurants and cafés that display the Nette Toilet logo, complete with pictograms for additional services such as changing tables and wheelchair access. The logo lets passers-by in need know they can use the establishment’s toilet free of charge, without feeling obliged to buy anything. A map showing the location of Nette Toilette participating merchants is available in both paper format and online.

Nette-toilet-AllemagneSource: Nette Toilette

A Map of … Public Toilets?

Visitors to Australia can check out the National Public Toilet Map, (available on a government website and as an app) which includes over 16,000 publicly available toilets across the country. The Map also includes the Plan a Trip feature, enabling them to enter the start and end point of their journey and get a list of toilets along the way. Specific information is provided about each toilet on the map (or route), such as opening hours, if it is male, female or unisex, is wheelchair accessible, has showers, change tables, or safe drinking water, etc.

australia-toilette-map

Source: Department of Health, Australian Government

Toilets Worth Stopping For

They create a buzz because of their unique design or the view users can enjoy. Some are even attractions in their own right, as is the case for Lausanne’s transparent toilet. Inspired by the popularity of reality TV shows, the cubicle’s glass becomes opaque when the user pushes a button to lock the door.

toilette-transparente-suisse

Image: Glass Concept

Monica Bonvicini’s work, entitled Don’t Miss a Sec, is a toilet housed in a one-way, mirrored glass cube located on a busy London sidewalk, where the users are invisible but can see everything – and everyone! – around them.

toilette-publique-miroirSource: The Green Head

Two architect-designed restrooms (one for each gender), built with organically shaped pieces of wood, has put the tiny Colorado town of Minturn on the map. In homage to the town’s mining history, the wooden slats are designed to look like a mine entrance.

toilette-publique-designSource: Curbed Ski

The minimalist design of the toilets at Stegastein Viewpoint resembles the lookout platform itself, which provides a spectacular view of the Norwegian fjord. The same breathtaking view can be seen from inside the toilets, which jut out slightly over the cliff edge, creating a dramatic effect.

toilette-vue-fjord

Source: ArchDaily

Benefitting from Natural Processes

Chemical toilets are usually the go-to solution for large-scale events. The Australian company Natural Event provides waterless, odour-free, eco-friendly toilet solutions that use wood chips for on-site composting of toilet deposits.

toilette-festival-ecologique

Source: Natural Event

Québec-based Darcom Innovations also offers mobile “comfort stations” with a small ecological footprint. The toilets are built inside repurposed shipping containers and use coconut bark to recycle the wastewater.

toilette-conteneur-ecologique

Source: Darcom Innovations

It’s only natural that washrooms in Helsinki’s airport should have a nature-themed décor; after all, the outdoors is Finland’s country brand. But airport managers decided adding sound effects to the visuals would create a pleasant ambiance for users, so they pipe in birdsong. Audio experts claim that birdsong is both relaxing and reassuring, and makes it easier for people to focus. The following short video provides a preview:

The All-Important Public Toilet

A simple visit to the humble toilet can provide a positive experience that can improve a traveller’s stay. Some toilets are even listed on TripAdvisor. Others, such as the astonishingly luxurious toilet in a Philippine gas station, have gone around the world on YouTube after a video was posted there by a delighted traveller. Lonely Planet has jumped on the bandwagon, publishing Toilets: A Spotter’s Guide that focuses exclusively on “lavish lavatories and outstanding outhouses”. As tourism organizations leverage their products and attractions, they must be careful not to neglect basic services.

 

Image à la une: Pixabay

Catégories
Accommodation

The New Generation of Lifestyle Hotels

The new generation of hotels is focusing on innovation by developing hotel concepts or updating existing ones. The so-called lifestyle hotel is a good example of this trend; while examples of this type of hotel have existed for several years, they are now preparing to benefit from the winds of change sweeping through the hotel industry. Read on to learn how three hotel groups have interpreted the lifestyle hotel trend.

 

 

M Beta: revamped, customized spaces

The Charlotte Marriott City Center was fully renovated in 2016. In fact, the renovation was so complete, they’re calling it the second iteration M Beta as they gather customer feedback on what works and what doesn’t. (Further details in the first part of the analysis, Comment l’hôtel de demain est-il pensé ?). With a budget of $16M, room design was completely reinvented by installing modular furniture and adding a variety of high-tech tools. Customers can access their Netflix or Hulu account from the guest-room TV and use a tablet to order from room service. One whole floor is devoted to StayWell rooms that feature amenities such as: aromatherapy, a shower head with chlorine filter, lighting that emulates natural outdoor light, and hypoallergenic bedding.

Local ingredients are showcased in the restaurant, the bar can act as a co-working space during the week and the café is designed to support interaction (see photo, below). The café provides free workspaces and has a retail space where upmarket foods are sold.

hotel-Marriott-Charlotte-City_Center

Source: Charlotte Business Journal

A new bottle shop sells wines to both guests and locals and the gym features a digital system with over 600 exercise programs displayed on a giant screen. The check-in can be done through the brand’s mobile app, with one of the tablets made available to guests in the reception hall, or with a hotel employee.

reception_de_lhotel_Marriott_Charlotte_City_Center

Source: Marriott

Aparthotels Adagio: where the community itself becomes part of the attraction

According to a recent study of guest expectations conducted by Aparthotels Adagio, these now include a desire to interact with others and to feel a sense of belonging. Based on study results, a brand-new customer experience concept was tested in one of the properties for ten days. Because the goal was to transform the apartment-hotel into a living space with strong community ties, the company asked both guests and locals to try out the new facilities and features. To reinforce that “at-home” feeling, these new features include a shared kitchen, a delicatessen, a supply of objects guests can use to decorate the apartment, wine tastings, cooking and activity classes and foosball matches.

Aparthotel_Adagio_teste-un-nouveau-concept

Source: Aparthotels Adagio

Other properties are trying out other services, such as delivering meals from local and gourmet restaurants, dinners with locals,

Aparthotels Adagio wants to focus as much on the destination as on the hotel

cycling or Segway tours of the surrounding area, and a mobile app with the kind of information that allows visitors to feel more like a resident. Aparthotels Adagio wants to focus as much on the destination as on the hotel. The group will use the results of the customer experience tests to roll out the most popular services across the entire network.

JO&JOE: Focus on mingling

In September 2016, AccorHotels unveiled its innovative new brand, JO&JOE: a cross between youth hostels and apartment hotels. These yet-to-be-built hotels have been dubbed “Open Houses”, where the focus is on creating spaces for living and shared experiences.

The focus is on creating spaces for living and shared experiences

The concept is aimed specifically at millennials, whether they’re a “Townster” (local resident) or “Tripster” (an explorer from out of town).

Common areas promote relaxation and spontaneous interaction. The reception desk is gone; guests enter at the bar; there’s an outdoor “Playground” for events, and the “Happy House” (see picture, below), a private areas for guests only, will be used to relax, work, cook or even do their laundry. The large tables in the shared kitchen promote togetherness and sharing.

JO&JOE_AccorHotels

Source: AccorHotels

The brand also offers a variety of innovative forms of accommodation for guests traveling solo, in couple, in a family or as a group. The “Together” format provides shared, modulable sleeping spaces, while the “Yours” format is a room or apartment for two to five people with a private bathroom and (sometimes) a kitchen area (see picture, below). Last, there are the “OOO” options (for “Out Of the Ordinary”). As the name implies, this means unusual accommodation, including yurts, hammocks and caravans, and varies from one property to the next.

grande-chambre_JO&JOE_AccorHotels

Source: AccorHotels

Naturally, this innovative new concept for millennials has its own booking app! The community-oriented, experiential tool helps users organize events, share recommendations of must-see places, create groups with other guests for where to go and what to do, and chat with JO&JOE staff.

The plan is to build a portfolio of 50 properties, with the first ones due to open in 2018. The brand is part of AccorHotel’s new lifestyle division, also comprising the Mama Shelter and 25hours brands. In designing these new-generation hostels, JO&JOE is positioning itself in a niche market already well populated with new players, and is also entering into direct competition with Airbnb.

Because the new living spaces focus on mingling and experiencing local culture, each hotel can guarantee a unique experience. This trend of focusing on local elements has spread to all sectors of the tourism industry, and is manifestly here to stay.

 

Image on first page:  Pexels.com

Catégories
Marketing @en

Marketing and the Human Factor

The human factor in the sharing economy

Lately, tourism marketing has been saturated with the human factor, as companies capitalize on tourists’ apparent fondness for stories that make them dream, stories with a human element that they can identify with. That element is played up in the latest messages from the sharing economy’s biggest players: think of Airbnb’s Mankind campaign, urging travellers to see the world through the eyes of an innocent child. Or, what about Uber’s “What’s Your Destination?” ad, reminding us that “we’re all going somewhere”, or BlaBlaCar’s Members stories, yet another instance of so-called “humanized” communication?


Source: YouTube

 

 The human factor in destination marketing

Many tourist destinations are now presenting real-life moments and allowing viewers to meet actual residents. London is an excellent example of this trend, along with its series of video clips entitled The London Story, in which Londoners talk about what makes their city unique.


Source: VisitLondon

Another example – this one more daring – is the short video I hate Thailand, which tells the story of a young traveller whose bag is stolen, but whose happy ending shines a light on the Thai people’s generous and open spirit. Closer to home, the #MTLmoments campaign, launched by Tourism Montréal in May 2013, invites Montrealers and tourists alike to capture spontaneous, everyday moments and share them on social media.

retour_humain_Mtl_momentsSource: Tourism Montreal

California showcases the state’s unique character through a series of short (2- or 3-minute) videos on its farmers and the soil they work. The clips show testimonials by specialists in different fields, demonstrating their in-depth knowledge of and profound love for their work.


Source: YouTube

The main message of South African Tourism’s new #MeetSouthAfrica campaign is that you don’t just VISIT South Africa, you MEET it by meeting its people. Through videos, a blog and Instagram photos, visitors see the country through the eyes of South Africans; the spectacular scenery stays in the background, taking second place to the conversations.


Source: YouTube

VisitHolland has produced about ten short (less than 60 seconds) videos inviting tourists to experience the city as a local, by showing its inhabitants in a variety of situations: falling in love, waking up in the morning, enjoying local specialties or sharing their traditions. It also reveals the many faces of its people in two videos, Faces (see below) and Kids.


Source: YouTube

 In an attempt to debunk the myth that Finns are cold and reserved, VisistFinland uses a section of its website to describe the intrinsic qualities of its people, against a backdrop of stunning visuals. The northern part of the country, known as Lapland, invites users to meet locals who share their interests and get their insights about the region they call home, and then follow their advice for a successful travel experience.

Lapland

Source: OnlyInLapland

 The human factor in hotel marketing

As a means of enticing travellers and stirring their emotions, several large hotel chains are now focussing on the human factor and the experience rather than the hotel environment or the room itself. In this spirit, Marriott has created the Marriott Traveler website, a sort of unofficial tourist guide to destinations like New Orleans, Chicago, Orlando, with headings like culture, family, fashion, food & drink, Zen and so on, populated by texts, photos and videos by residents or other travellers. There’s the Tour of New Orleans with Chef Tory McPhail, for instance, or how to find the best pizza in Chicago

Some luxury hotel groups are also adopting an approach that centres on the human factor and the experience. Rather than focussing on its 10 hotels, the Maisons et Hôtels Sibuet website suggests 13 different kinds of experiences over four seasons for their guests to enjoy


Source: Sibuet Experience

 The human factor in product marketing

After making a series of “How To” videos showing visitors how to dress for the company’s various activities, how to drive a snowmobile or dog sled, etc., Lapland Safaris (a destination management company) is now revealing the company’s human face. In its recent tourism experience videos, Faces of Lapland Safaris introduces twelve employees who work in different areas of the company and ending with the words “With a human touch”: a great way to create some positive feelings and a sense of brand loyalty.

 
Source: https://www.youtube.com/watch?v=89RcJPZN0Kw

 The human factor in the Distribution Network

An example of this is the home page of Thomas Cook’s YouTube channel, which has 30 videos, the most recent of which (that make up a good half) focus much more on the human factor than on the destination itself.

Thomas_Cook

Source: YouTube

 

There are sure to be many more examples to come. If you are one of the many who are starting to put a human touch on your marketing messages, make us happy and share them with us!

 

Source of the header image: YouTube

 

 

 

 

 

 

 

 

 

 

 

Catégories
Marketing @en

Choosing the Most Outstanding Attractions

Rather than letting potential visitors browse through hundreds of offers to get a feel for the place, destinations are taking a more proactive approach. They have started showcasing only their flagship products to inspire visitors, spark the imagination and get them dreaming. Visitors to the destination’s website will learn at a glance what makes that place distinctive, and will create an enduring mental image for themselves.

 

Selecting Means Rejecting

Trying to focus on everything the destination offers decreases the impact of its message. However, crafting a more targeted message designed to create a strong first impression necessarily involves choices. Some destinations have managed this feat brilliantly and are now turning their attention to secondary tourist products related to these primary attractions. Ultimately, the entire tourism industry wins. Here are some examples.

The Seven Wonders of Oregon

In 2013, the Travel Oregon destination marketing organization launched the Seven Wonders of Oregon campaign that focussed specifically on seven of the Western U.S. state’s iconic natural attractions. Thereafter, all the state’s marketing tools and initiatives were centred on those seven attractions. Visitors are encouraged to come or return to Oregon to see them all, in other words, to “collect” them. Campaigns for each of the individual attractions cast a much wider net by presenting the surrounding attractions. The following video describes the idea behind the campaign and provides a teaser about each of the Seven Wonders themselves.

Source: YouTube

One year later, tourism in Oregon shows solid growth:

  • more international travelers (9%);
  • an increase in revenue for different types of accommodation (10%);
  • an increase in the number of requests for information (39%);
  • more traffic on Travel Oregon’s website and its various social media accounts;
  • the economic benefits from tourism reached US$10 billion, and more than 101,000 direct jobs for Oregonians.

In 2014 and 2015, Travel Oregon received numerous awards, including Best Destination Website from the U.S. Travel Association. A brand new campaign, scheduled for spring 2016, will showcase the Seven Wonders of Oregon from a different angle.

Travel _Oregon_7_wonders

Source: Travel Oregon

San Francisco’s Must-See Places

San Francisco Travel, the city’s destination marketing organization, also won awards for its website. Visitors find it easy to explore the city’s many offerings because of the site’s bold new design, effective visuals and suggested itineraries based on specific needs and interests.

The home page gives users a crash course in the city’s most iconic landmarks. Six of them are shown at the bottom of the screen, reminding users at a glance of the city’s strong, well-developed and widely-recognized tourism product, and the must-see places that amply justify a visit to San Francisco.

San_Francisco_Travel_most_outstanding_attractions

Source: San Francisco Travel

Utah’s Mighty 5® Campaign

If you try to say you’ve got something for everyone, your message gets lost and you end up saying nothing at all. So says Alex Fuller, Creative Director of the ad agency behind Visit Utah. She also explains the importance of not getting stuck in a rut, of boldly leveraging an established asset and sticking to your message. The idea of promoting the destination through its national parks is not new, but the message and the proposal are: turn Utah’s five national parks into one destination, one product, one challenge: something to check off your bucket list, like seeing the Grand Canyon. Check out the video ad for the Mighty 5® Campaign.

Source: YouTube

This campaign put Utah on tourists’ radar, especially at the international level. For the past 10 years, Utah’s tourism has grown by 44%, compared with a mere 35% growth for its neighbours. According to Vicki Varela, Utah Office of Tourism Director, Utah is now officially “on the map.”

Staking out a Strong Position

Other destinations are also relying on selected themes to position themselves effectively, as Greenland has done with its The Big Arctic Five campaign. There is also the trend of offering must-see or must-visit attractions that make planning easier, especially for those about to embark on their first visit. Notable examples of this trend are Visit Copenhagen, Destination British Columbia (British Columbia’s destination marketing organization), and the Québec City region.

Every stakeholder wants their advertising campaign to accurately portray their product. But, all too often, by trying to please everyone – members and visitors alike – some destination marketing organizations diminish the impact of the region’s distinctive attractions. As demonstrated by the aforementioned examples, you can win big if you grab the potential visitor’s attention, and get on the list of dream destinations, by focussing on just a few brand identity assets; the rest will happen at another marketing level.

 

Source of the header image: Visit Utah ou Travel Oregon

Catégories
Management

CRM in cultural institutions

What is the purpose of CRM?

CRM as a strategic approach for better understanding customer preferences

In a previous article, we defined CRM as a strategic approach for better understanding customer preferences, habits, desires, motivations, practices and needs, even though these elements can shift rapidly in response to changes in environment, lifestyle or spending habits. The purpose of this knowledge is to improve the customer experience, personalize relationships with visitors and build loyalty.

As its name implies, CRM involves three components:

  1. The customer. Good customers generate higher profits from fewer resources. Information technology can be used to distinguish good customers from poor ones and better manage the former to keep their business.
  2. The relationship. This involves short- or long-term ongoing two-way communication and interaction.
  3. Management. With effective management, a company’s culture and business processes can constantly evolve and adapt to its customers’ needs.

CRM benefits and limitations

CRM must provide a competitive edge. For example, a business that better understands its customers can be more effective and reduce its advertising costs by targeting a very specific clientele that is receptive to the message. However, it is imperative to protect the confidentiality of customer data. Clients consider CRM information very personal, even private. To limit the intrusiveness of this approach, it is key to keep certain basic rules in mind:

  • Inform customers of the fact that personal information is being gathered to be used for specific purposes.
  • Give them a chance to opt out of this type of monitoring. 
  • Allow them to access and modify the information about them. 
  • Protect their data against all unauthorized uses.

Some tools and techniques

  • Online, mobile and digitalSuch tools enable companies to maintain an interactive relationship with visitors (information requests, special offers, loyalty programs, etc.) through multiple communication channels (mailings, SMS, emails, etc.). They facilitate online queries, which can lead to the creation of things like adapted programming.
  • Relationship marketing. The goal of relationship marketing is to develop preferred customer relationships by making personalized offers. 
  • Database creation and exploitation. Data related to Web traffic (number of visits, pages visited, length of visit, etc.), the use of interactive screens or electronic tablets, information requests (on-site, by phone, via Web form, by email) and user profiles (socio-demographic data, cultural practices, likings expressed, purchase history, preferences, etc.) must be accessed quickly and easily to provide a personalized response to the needs of every customer.
  • Data mining. This technique uses automated or semi-automated methods to quickly extract specific useful information about a target group from large quantities of data. In other words, it makes the data « speak. »
  • Yield management. Derived from computer reservation systems, yield management is used to adjust prices in real time so as to optimize revenues. In the case of cultural institutions, it means better managing the flow of visitor traffic by, for example, encouraging certain people to take advantage of a better price during specific operating hours.

The example of the Dallas Museum of Arts 

The Dallas Museum of Arts (DMA) loyalty program, DMA Friends, uses a digital tracking system to better understand its visitors’ needs and interests. The program encourages visitors to sign up as a DMA friend at an iPad kiosk located in the lobby. When they sign up, new friends receive cards that enable them to track their interaction with the museum, both inside its walls and online. After each visit or cultural or educational activity, friends earn points that can be redeemed for free admissions, shopping discounts, behind-the-scenes tours or invitations to special events. This project was designed to encourage long-term visitor engagement with and active participation in the life of the museum.

CN_GRC_sites_culturels_image1

Source: Club Innovation & Culture France

The DMA received a $450,000 grant from the Institute of Museum and Library Services (IMLS) to fund program research and expansion throughout the United States. The first institution to take advantage of this will be the Grace, the 10th largest museum in Texas. The Los Angeles County Museum of Art and the Minneapolis Institute of Arts are next in line to adopt the platform, thus expanding the collection of data on American museum visitors.

CRM must constantly focus on fully using data to better communicate and promote products and thus effectively meet customer needs and build loyalty.

 

Analysis written within a partnership with Tourisme Montréal on cultural tourism.

Catégories
Marketing @en Products and activities

Innovative promotions from the events industry

A best practices benchmarking study of the festivals and events industry carried out by the Transat Chair in Tourism for Festival et Événements Québec and several other partners highlights initiatives in various facets of the events industry. Here are some examples of these practices in the fields of promotion, product development and customer experience.

Film

Video is a powerful media, especially when it comes to promoting an intangible product. Festivals understand this. Tomorrowland, the Belgian electronic music festival, creates a half hour film to recap each year’s edition. The 2012 Official Aftermovie has been viewed nearly 16 million times. This video is featured on the Tomorrowland website’s home page.

Source: Tomorrowland.com

Think social media

In addition to video, the Wanderlust yoga festival has developed several tools to promote its events. Organizers provide models for social media status updates to encourage participants to share information and message templates for yoga teachers who would like to invite their students (see example below).

CB_bonnes_pratiques_festivals_image_2

Source: Wanderlust.com

On top of its official account, which organizers use to publish festival news, the Glastonbury Festival of Contemporary Performing Arts created the @Glastoinfo Twitter account specifically to act as an information centre. During the festival, authorized users of this account answer questions from festival-goers from 8:00 am to 11:30 pm.

For the 2014 edition of the Tomorrowland festival, organizers linked attendees’ RFID bracelets to Facebook to help them make new contacts. When two festival-goers in the same vicinity pressed a button on their wristbands at the same time, they were each sent a Facebook friend request.

Go off-site

The Nashville airport is promoting Bonnaroo by featuring works of art inspired by the music festival.

CB_bonnes_pratiques_festivals_image_3

Taking place in late February, the Glasgow Film Festival in October presents free screenings of movie classics in shopping centres or department stores. During the festival itself, films are also screened in unusual places, like the subway and Glasgow Cathedral.

The Bluesfest in Ottawa has joined forces with its neighbour, the Canadian War Museum, for the display of festival posters. During the Bluesfest, the Museum’s lobby walls are decorated with an array of posters from past years.

Engage the community

The Reebok Spartan Race and the Festival IF3 have put together teams of ambassadors who work to publicize the events and encourage people to register. The Spartan Race Street Team will be made up of over 5000 members around the globe. The more people these team members sign up for the race, the more rewards they receive, like products, coupons or free admission.

Bluesfest organizers have also set up an advisory committee of some fifteen high school and university students to better identify their interests and ways to reach this public.

Since 1980, the Edinburgh Festival Fringe has organized a competition inviting young people ages 5 to 16 to create the official festival poster.

CB_bonnes_pratiques_festivals_image_4

Source: edfringe.com

For its events in Montreal and Quebec City, the IF3 International Freeski Film Festival holds a contest inviting local amateur filmmakers to create  an urban skiing video and present it at the festival.

Improve your product

Events must renew their product offerings to maintain their momentum, stay competitive and encourage return visitors. At the Melbourne Food and Wine Festival, a temporary structure featuring the theme of water was set up on the banks of the Yarra River. A three-storey space with an open kitchen, floating bar and rain garden, the Immersery – Festival Kitchen, Bar & Raingarden was the centrepiece of the 2014 edition.

CB_bonnes_pratiques_festivals_image_5

Source: Archello.com

The Reykjavik Winter Lights Festival  has featured Pool Night since 2012. Five pools and a spa offer an evening of swimming with a light show, music and various activities.

The 2014 edition of the Glasgow Film Festival included Street Food Cinema, which offered the public an opportunity to enjoy dishes associated with the film being screened.

CB_bonnes_pratiques_festivals_image_6

Source: Glasgow Film Festival

Customize

The events industry has not escaped the trend of increasingly personalized service. The National Arts Festival in Grahamstown, South Africa, and the South by Southwest (SXSW) multimedia happening in Austin, Texas, have both created customizable areas on their websites, where attendees can create a list of favourites, plan their schedule and manage their loyalty program.

This is also true of the Festival d’Avignon and Lollapalooza music festival websites, the latter of which features the « My Lolla » zone that enables users to create their own festival page with their favourite artists, custom lineup and the type of information they wish to receive. They can then share their choices on social media.

CB_bonnes_pratiques_festivals_image_7

Source: Lollapalooza

Get inspired

Festivals and events follow and adopt the trends that best suit their themes and target customer segments. The events studied are constantly evolving and demonstrate truly inspiring energy and creativity.

 

Analysis written in co-operation with Caroline Lévesque

 

Image on first page: © Minnie Roe, The Edinburgh Festival Fringe

Catégories
Management Trends

Co-creation in the participatory era

 

At the dawn of this renaissance, the competitive environment of tourism is being redefined by new models of consumption and production. Collective intelligence is now considered an abundant precious resource that must be exploited if one is to remain competitive. Organizations that use co-creation (similar to crowdsourcing) are ahead of the curve because they are identifying consumer expectations and getting innovative ideas from their community.

The dynamic duo behind meaningful experiences

Today’s connected tourists are ideally positioned to actively influence service providers, at every stage of their visit. In this new context, businesses must listen closely to their customers if they want to satisfy them, a task made easier by the emergence of social media. Impressing travellers requires adopting an approach that artfully combines the following two elements:

  • Technology to enhance the organization’s processes and products while facilitating interactions among the various stakeholders
  • Co-creation to empower consumers to design their own tourist experiences by contributing ideas about a product or service, discussing with others, personalizing the products they are offered, etc. 

Examples from the hotel industry

Crowdsourcing is gradually entering the hospitality sector and radically changing design and marketing practices. Given the phenomenal rise of Airbnb and fierce competition from online intermediaries, hotels are now building on this trend to enhance their brand reputations, attract Millennials and discover user-generated content that can help them better communicate with their clientele.

Club Med

For its future Val Thorens ski resort in France, Club Med adopted a crowdsourcing approach and encouraged public feedback on the concept. Using a participatory application designed for Facebook, Club Med fans voted each week on the elements they wanted to see in the resort, such as the name, logo, design and even the activities offered.

MLV_Cocreation_Image1

Source: e-marketing.fr

17John

Democratizing real estate investment, architecture and urban design is the mission of the Prodigy Network. 17John, its New York City extended-stay hotel project aimed at business travellers, will incorporate innovative ideas generated by a crowdsourced campaign involving architects, designers and other creative professionals (see video). The organization used the competition to help it redefine the building’s spaces so as to create more collaborative, communal and connected ways of working and meeting.

Marriott Hotels

Marriott Hotels’ Travel Brilliantly initiative is in its second year. This dedicated Website invites guests to share innovative hotel ideas in the following six categories: technology, culinary, work and play, wellness, design and style, and other. Though the concept was initially aimed only at US consumers, this year’s edition also includes those in the UK. According to a Marriott executive: « There is no creation anymore except co-creation. To build any idea in a vacuum is more of a risk than building it with the insight of your guests and your associates. »  

 

Initiatives targeting local populations

Residents can be a source of many innovative ideas and play a key role in developing and implementing new strategies and campaigns.  Co-creation makes it possible to develop tourist experiences that are more beneficial to host communities while also satisfying visitors’ desire for authenticity.

Museums and co-creation

Given that the average museum-goer now wants to « do » rather than simply « view, » many museums have adopted a more participatory approach. These establishments are rethinking their role as the sole authority for determining which stories should be told and are instead working with the community to co-create stories. 

For example, in October 2013, the Chicago History Museum asked the public to determine the theme of a future exhibit. The city’s residents were then invited to vote for their favourite on Facebook.

MLV_Cocreation_Image2

Source: hstryqt.tumblr.com

Tourism becomes a force for change

Travel2change , a non-profit organization, wants to foster social innovation by inviting local populations to propose unique activities that visitors could find rewarding.  The best suggestions are then passed on to travellers interested in responsible travel. The digital platform provides a meeting space for tourists and locals who want to get together to support a cause.

MLV_Cocreation_Image3

Source: travel2change.org

« Open source » festivals 

The interdisciplinary SPARKcon festival in Raleigh, North Carolina, is billed as a « creative potluck » that showcases the local artistic community. In addition to enjoying an opportunity to present their artistic efforts, participants can help plan, program and organize the event.

Along similar lines, the Helsinki Festival in Finland invites the public to be part of the event’s creative process, thus highlighting local talent.

Artists redraw national parks

To mark its centenary, the National Parks Conservation Association, in cooperation with the Creative Action Network, launched the See America crowdsourcing campaign. Artists and designers were invited to create a collection of posters celebrating these heritage sites. The initiative uses collective creativity to showcase this precious resource and encourage the public to visit the parks.

MLV_Cocreation_Image4

Source: seeamericaproject.com

Increased competition due to the burgeoning number of alternative products is forcing businesses to rethink how they do things and reinvent how they relate to consumers. Having understood the new rules of the game, tourism-based organizations that do more to encourage the participation and commitment of their customers and stakeholders will increase their chances of success. What can you co-create?

 

Article written as part of a partnership with Tourisme Montréal on cultural tourism


Catégories
Accommodation

Green hotels confuse consumers

Marketing or public relations?

According to Cronin, Smith, Gleim, Ramirez and Martinez (2011), businesses are expected to commit to green marketing strategies because of the increasing public pressure and declare that subscribing to the triple bottom line can increase consumer demand.

With the increasing demand for sustainable tourism comes the increase in green marketing. Consumers wanting to make the ‘right’ choice are bombarded with green options but must be wary and have the ability to decipher between green tourism and green wash. Within the tourism industry, green, sustainable or eco has gained considerable attention in the past few years and the number of green programs in hotels have increased. These programs claim to offer operational efficiencies, cost savings, employee values connection, marketing, and improved public relations. The question, however is – is it working with regard to marketing and public relations?

There have been numerous studies done to ascertain sustainable tourism behavior (see sustainabletourism.net for numerous studies). For example, a study done in 2012 by TripAdvisor stated that 71% of those surveyed would make environmentally friendly choices in the next twelve months. In 2012, TUI, the worlds largest travel provider found that 54% of those surveyed were highly familiar with sustainability and 40% very interested in it. In 2011, 93% of Conde Nast Traveler readers thought travel companies should be responsible for protecting the environment and 58% said their choice of travel is influenced by the support it gives to the local community.

Confusing information

To determine green hotel practices, an in-depth Web search was conducted between September and December 2013. Over 100 pages of Google were analyzed on five different occasions using terms such as ‘Green hotels’, ‘Ecohotels’ ‘Sustainable hotels’.

A number of discrepancies result from the findings. Results show that some hotels that come up on Google searches for ‘eco’ or ‘green’ do not offer very much in terms of ‘green’ practices. One hotel in British Columbia for example, markets itself as an ecoresort but they are not even off the grid and their biggest environmental practice is recycling and composting.

There is also no clear ‘green hotel’ site globally accepted ranking system. Currently in the tourism industry there are a number of certification programs yet none have critical mass. Alternatively, some programs that are gaining ground do not show up in search engine results as they are named something other than ‘green’ or ‘eco’. With so many different terms in the industry such as ‘sustainable’, ‘responsible’, ‘eco’, ‘green’, etc – the industry, the consumer may be getting confused.

Websites from searches fall primarily into four main categories:

  1. Individual hotels promoting their own green programs. These are mainly large hotel groups (e.g. Kimpton, Marriott etc.)
  2. Websites that certify hotels on a specific set of criteria and award a ranking. Within this category there is a distinction between:
    1. Organizations that provide specific, quantifiable, and detailed criteria  – Green Key, Green Globe, LEED, ISO 1400, Green Seal, Energy Star GSTC and;
    2. Organizations for which the criteria are vague and hard to quantify – Eco Luxury hotels, Eco hotels of the World etc.
    3. Websites that list environmentally friendly hotels based on other providers criteria (e.g. Expedia, TripAdvisor)
    4. Websites that list information and tools on how to become more environmentally friendly (e.g. usually magazine articles providing advice to hotels on how to reduce their footprint)

The majority of Web search results listed environmentally friendly hotels based on other provider’s criteria. For example, Eco lodge, Element, and Green Tourism are all Websites that list hotels that had been awarded LEED certification, or used energy star appliances. In this case the Website was not independently certifying the hotels rather providing a list of green hotels based on established certification systems. These criteria were almost entirely environmental and did not necessarily touch on community or other social issues that many consumers wish to see. Other search results included Websites that list information and tools on how to become a more environmentally friendly hotel (or g ‘greener’ traveler). In this case actual hotels were not listed rather training materials and service providers for implementing sustainable solutions.

Conclusions

From this research, two things are clear. First, many claims of ‘green’ may just be ‘greenwash’. Green wash, or green washing is a term used when referring to business operations that utilize marketing tactics to create the perception of being green through deceptive or exaggerated environmental claims [1]. The primary objective of this marketing ploy is to convince consumers that the businesses or hotels in this case, are implementing sustainable initiatives when in reality they may be doing very little. Today, much of consumers awareness is still around towel washing and hotels have not yet increased awareness about other issues such as waste, electricity, heating/cooling or social and community elements.

The second thing that is clear is that ‘green’ is gaining traction. Although information may be confusing – there is more of it. It is potentially good news that TripAdvisor now has a ‘green’ rating (http://green.tripadvisor.com/) as it has become powerful enough to force hotels to improve quality or whatever element reviewers complain about. With over 40 million monthly viewers, it can be a strong influencer for consumers to make more sustainable choices. Unfortunately it only rates hotels based on environmental choices rather than social or community criteria. As many travelers want to know what the hotel is doing for the local community, this is unfortunate.

Although the benefits of capturing the revenue and business of the green-oriented traveler is an attractive prospect  – many consumers may struggle to make informed green choices based on the information currently available. Hotels shouldn’t just rely on attracting the green consumer though as green programs also improve operational efficiencies, save costs and attract, retain, and inspire employees – worth implementing even if marketing is not necessarily working.

If the tourism industry truly wishes to influence the consumer to make ‘green’ choices, then some key elements need to be addressed:

  1. Websites should be transparent for consumers to determine what is green
  2. There is a need for one main website compiling all hotels globally so that a search is easy
  3. Criteria must be consistent so that the consumer knows what is being evaluated

[1] The term was first used by environmentalist Jay Westerveld when objecting to hoteliers’ practice of placing notices in hotels rooms, which asked their guest to reuse towels to ‘save the environment’. In practicality this initiative was more likely motivated by a cost concern that would be reduced by washing fewer towels (Motavalli, 2011).

In collaboration with Julie Ellefsen

Julie graduated from the University of Western Ontario with an honors specialization in Geography before going on to complete her post graduate diploma at Niagara College’s Environmental Resource Management and Assessment Program. She has worked as an environmental consultant completing on site waste, energy and water audits for retail and commercial office spaces and assisting properties with certification process for LEED and BOMA Best. Julie also spent a year abroad in Melbourne Australia working for a solar energy company in sales and business development. Julie’s passion for travel and the environmental issues has naturally sparked interest in sustainability and how it is incorporated into the tourism industry. She has deepened her knowledge of the industry and sustainable tourism through personal travels throughout over 20 countries. She currently is working in as a Marketing Analyst.

Catégories
Ailleurs dans le monde @en etourism and technology

Evaluating the Quality of Digital Hospitality

Destinations the world over must adapt their practices to the changing behaviours of their clients with ever-evolving technological needs. A study done by TCI Research shows that traveller satisfaction with the quality of digital hospitality is at the level of “acceptable,” but just barely. Will destinations be ready to properly meet client expectations in 2013?

This analysis is based on the data gathered by the worldwide TRAVELSAT Competitive Index survey, conducted by the Belgian firm TCI Research, measuring the competitiveness of destinations based on the experiences of nearly 30,000 tourists from more than 30 countries. They were polled in 2011 and 2012 on 80 indexes (see complete list at http://tci-research.com/travelsat-list-indexes/). Of those, only the index concerning digital hospitality will be examined here. Survey respondents were asked to evaluate their impressions of the availability, accessibility, and quality of the content and services offered via various mobile devices.

On-site Internet hospitality

The concept of Internet hospitality at the destination (related reading: Internet de séjour : « Bonjour, que nous suggérez-vous aujourd’hui? ») is increasingly transforming the notion of offering hospitality to a client base that makes massive use of smart phones and e-tablets. Listed among the 13 trends of 2013 in the January Gueuleton touristique, organized by the Transat Chair in Tourism of UQAM’s ESG, in cooperation with Tourisme Montréal, on-site Internet hospitality creates numerous challenges for tourism offices and other organizations involved in providing hospitality to guests and tourists.

How do we evaluate the quality of digital hospitality around the world? Do digital services offered to visitors meet expectations? The TRAVELSAT survey finds that overall, the satisfaction index with the quality of digital hospitality stands at just barely over 100 – indicating that it is acceptable, but does not always exceed expectations (see the five index levels in Table 1).

Qualite_accueil_anglais_tableau1

Note: This rating is indicative only (the progress from one level to the next being gradual) and does not apply to criteria of satisfaction relating to prices, which by their very nature find less favour with clients.

Level of satisfaction according to various criteria

Generation Y travellers (ages 25 to 34) seem slightly more satisfied with digital hospitality than those of other age groups (see Graph 1). When travellers in general spend between 4 and 7 nights at their destination, their needs are clearly met more fully (130) than those who stay between 1 and 3 nights (93) and 8 nights or more (111).

Qualite_accueil_anglais_graphique1

Newlyweds on their honeymoon, shopping enthusiasts, and business travellers (MICE) express the highest level of satisfaction with digital hospitality (see Graph 2). Their experience even exceeds their expectations. At the other end of the spectrum, people whose stay is built around religious tourism often expressed the strongest dissatisfaction of all groups represented.

Qualite_accueil_anglais_graphique2

Survey respondents were especially satisfied with the digital hospitality in New Zealand, Australia, the United States and Canada (see Graph 3). These countries offer an experience that is more competitive than most European destinations. Travellers who visited Latin America mentioned, among other aspects, issues with consistency of quality, which explains the low satisfaction index.

Qualite_accueil_anglais_graphique3

Note: For clarification of destination composition, see Table 2.

Qualite_accueil_anglais_tableau2

Individuals from the BRIC countries – Brazil, Russia, India and China – are those who most appreciated the digital hospitality they experienced during their trips (see Graph 4). We can surmise that technology devices are an effective way to overcome communication issues and that they can facilitate the initiation to a new destination. On the other hand, the expectations of Europeans were not completely met, which translates into less positive feedback.

Qualite_accueil_anglais_graphique4

In terms of satisfaction with digital hospitality relating to the principal activities practiced by visitors, we do not see a wide variation in the indexes (see Graph 5); the majority of travellers find it acceptable. We notice that satisfaction levels rise when it comes to the specific character of the segment under study (golf, theatre, sporting event, etc.); destinations could easily justify focusing their content on activities which motivate travellers to visit.

Qualite_accueil_anglais_graphique5

Influencers (or trend-setters) on the web, who are very active in social media, report a higher level of satisfaction than other client segments (see Graph 6). Better equipped and informed than the average, this group of individuals knows how to make the most of available applications once they’re at their destination.

Qualite_accueil_anglais_graphique6

When we see how enthusiastically the more seasoned travellers (influencers on the web) embrace technology, we can ask ourselves about the correlation between level of knowledge and interest and level of satisfaction with digital hospitality. Being accustomed to services offered on the web, many influencers will even choose certain applications and digital services before arriving at their destination, which allows them to make more use and to better appreciate their devices upon arrival.

Tourism organizations and travellers alike are in the process of adapting to new technologies. The learning curve and the use of online tools are not the same for everyone, which is why we find ourselves in a transition period where a balance must be found between the services offered digitally and those provided personally by the industry’s players.

Sources:

–Transat Chair in Tourism, UQAM ESG and Tourisme Montréal. Gueuleton touristique, « Les 13 tendances de l’industrie touristique pour 2013».

– TCI Research. TRAVELSAT Competitive Index, 2011-2012.

 

Comment – Olivier Henry-Biabaud

The study simply reminds us that the appeal of technology is one thing, but the relevance of content is another. We still have a good way to go before the two can converge. What good is it for smart phones to have a myriad of apps from all sorts of operators within easy reach if what you really need at a crucial time is not available? Some apps are intriguing; some enable you to scan the exterior façade of a hotel to know if rooms are available. But how many tourists look for accommodations after arriving at their destination? The digital age is profoundly changing the way tourists plan their trips and live the travel experience, but we are yet again reminded that the actual experience is the sum total of hundreds of tangible and intangible points of contact (material, commercial, human and digital) that are all occasions for a destination to score points with visitors.

In the future, the most competitive destinations will likely be those that manage to strike the seamless balance of human and digital hospitality, to enrich the experience of the visit without virtualizing it, and to offer applications that are consistent throughout the visitor’s stay. Infomediation is an enormous challenge for destination management organizations (DMOs), which must strive to guide their visitors through this “jungle” before and during the stay.

Olivier Henry-Biabaud – TCI Research
Olivier_Henry_BiabaudOlivier Henry-Biabaud founded TCI Research in 2010. With a Master’s degree in Marketing Strategy (Paris Dauphine University, Sciences-Po Paris), he has 20 years of experience in international market research with global companies (TNS, Ipsos) in senior operational and management positions based in various locations. A specialist in international travelers’ opinion, he has been in charge of large-scale research programs measuring traveler satisfaction and destination competitiveness for over 50 countries, regions, cities and international tourism organizations. He is a regular speaker in international forums about tourism competitiveness, a member of the UNTWO Panel of Tourism Experts and its Knowledge Network, and a board member of the TTRA – Tourism and Travel Research Association (Europe Chapter).Website: www.tci-research.com
Catégories
Management

Using Technology to Measure Tourist Traffic (Records of 2012 Symposium)

Measuring visitor traffic and profiles at tourism destinations was the focus of discussions at the Symposium of the Transat Chair in Tourism of UQAM’s ESG, which took place last September in Montreal. Some destinations give their tourists GPS sensors and mobile applications so that movements, habits, and impressions can be tracked during their stay. Others encourage lodging establishments and tourist attractions to use software that enables front-line staffers to poll travelers, then transmit the information directly to the organization that will process it. Following are the examples of two research organizations – one in Spain, the other in Belgium – which use technology to facilitate data collection, increase its validity, and disseminate the findings quickly.

Sensors to follow tourists’ actions

Analyzing tourist traffic at a destination is a complex yet necessary task if we are to understand the dynamics that inform the traveler’s experience. What attractions and places does he visit; how much time does he devote to each; which routes does he take; at what pace does he travel? Until recently, few tools existed to truly measure this movement, other than statistics on attraction attendance figures, which remain static indicators.

For this reason, the CICtourGUNE research team in Spain’s Basque Country, led by Ms. Aurkene Alzua-Sorzabal, developed the eGIStour system. The system is designed to measure movement while including the tourists’ profiles, habits, and impressions of their experience. In specific terms: designated travelers are given a small device that tracks their movements. They will have previously completed a short Web-based questionnaire about their personal profile, motivations, length of stay, composition of their group, etc. The image below illustrates the movements of visitors equipped with the eGIStour system in the Spanish city of San Sebastian.

Source: CICtourGUNE

Some benefits of this approach:

  • • understanding of the time spent on each tourist activity within a given time frame;
  • • measurement of the range of the destination in terms of real mobility;
  • • identification of most-visited and less-visited places;
  • • analysis of behavioural differences by visitor type.

An application to measure enjoyment of the experience

The traveler equipped with a sensor can also record real-time impressions by using a mobile application. The GPS detects the attraction the participant is visiting and, for example, the visitor might be asked to indicate his degree of appreciation for the site. Once the device is connected to the Internet, that information is sent to the research centre for analysis. The Emotionmeter (see image below) is a variation on this type of application, which can be adapted to suit an organization’s requirements.

Source: CICtourGUNE

This is an entirely new approach to tourism research. As Ms. Alzua-Sorzabal has said, the pairing of science and technology should begin to play a major role in the development of standards.

Connecting the tourism industry to a single platform: the Wallonia example

The Wallonia Tourism Observatory (WTO) recently developed four new data-gathering and dissemination tools. Behind these tools are two software programs designed to collate statistics in real time. The data are analyzed within days of being collected by Observatory experts. Ms. Véronique Cosse, head of the Observatory, presented the salient features of these new information-collection systems.

The Webropol platform is an online survey software program. The WTO uses it primarily to create newsletters that quantify tourism performance during vacations. With Webropol, these post-vacation barometers are enhanced by the following characteristics:

  • • comprises the touristic performance of a large number of businesses – scientific survey sent to some 1,800 operators;
  • • lists several indicators, such as vacancy rate, number and origin of visitors, traffic growth, operator satisfaction with their performance;
  • • enjoys a higher participation level than traditional methods (paper questionnaire);
  • • can be created quickly, since it only takes about two days to process the information and enables the production of automated reports.

The table below shows the type of information contained in the post-vacation barometers. These reports were presented in September 2012 and illustrate the results for August 2012 for the Wallonia region.

August 2012 report

Source: Wallonia Tourism Observatory

The great majority of occupants of Wallonian lodgings were the Flemish, accounting for 39% of total clients. They were followed by the Dutch, who represented 26% of clients. We then note Walloons (15%), residents of Brussels (7%), and the French (6%).

Source: Wallonia Tourism Observatory

62% of clients at attractions were composed of Belgians: 35% Walloons, 22% Flemish, and 5% from Brussels. Nonetheless, the Dutch accounted for 17% of the total visitor number, while the French represented just 11% and the Germans, 2%.

 

The second program, Windbill, is incorporated into the ticket operations of tourist attractions and museums in the region. Eighty businesses are using the system at present. It is designed to allow front-line personnel, when selling a ticket, to record some information about the visitor’s profile, such as place of origin and whether he is a child, adult or senior. The Windbill program automatically creates monthly folders that can be sent to the WTO with one click. The information – simple, and quickly gleaned from the client – not only allows a business to systematically identify the composition of its client base, but gives the region a way to easily and rapidly create a portrait of its tourism traffic. The image below illustrates the Windbill interface.

Source: Observatoire du Tourisme Wallon

A question of collaboration

Whether it be the approach of the Wallonia Tourism Observatory or that of CICtourGUNE, collaboration between tourism businesses is indispensable. In the WTO example, sharing of information is a crucial issue. It requires powers of persuasion and ensuring that the information transmitted is treated confidentially; it must be shown that findings, always published in an aggregated manner, allow each partner and the industry overall to improve competitiveness.

 

Sources:

Presentations made at the Transat Chair in Tourism 2012 Symposium on Measuring the Performance and Economic Contribution of Tourism, Montreal, September 24 and 25, 2012:

• Alzua-Sorzabal, Aurkene. “New Technology and Innovations in the Measurement Tools Used to Evaluate Tourism Performance

• Cosse, Véronique. “Innovation in the Measurement of Tourist Traffic – the Wallonia Example”

 

Websites:

CICtourGUNE

Wallonia Tourism Observatory

Click here to view the conferences:

– 2012 Symposium – Conference of Aurkene Alzua-Sorzabal

– 2012 Symposium –Tourism Indicators: New Approaches, Technical Considerations, Case Studies

Read also:

Lessard, France. «Tourism businesses as key drivers of economic development – A Symposium on measuring the performance nd economic contribution of Toursim – background document», 2012.