Catégories
Ailleurs dans le monde @en

Examples of best practices for improving accessibility

From train stations to youth hostels and tourism offices, best practices in accessibility are now in place in France, thanks to the Law of February 11, 2005, which promotes the equality of rights and opportunities, participation and citizenship of people with disabilities. This law, in effect, recognizes the principle of accessibility for all, regardless of disability.

What are best practices in tourism accessibility?

According to a report carried out by Kéroul, in cooperation with the Canadian Tourism Commission, best practices in tourism accessibility must:

  • Foster accessibility with short-, medium- and long-term actions involving destinations and municipalities as well as tourism organizations.
  • Be transferable, that is, reproducible as is or with adaptation.
  • Inspire action by highlighting the importance of acting « outside the box, » for example, by bringing together new players and mobilizing them around common issues.
  • Encourage involvement of public and private organizations.
  • Address real needs.

In France, six criteria were used to help determine the selection of 14 exemplary accessibility projects, out of the 220 submitted to the Ministry of Ecology, Sustainable Development, Transport and Housing:

  • Quality of use
  • Quality of urban planning, aesthetics and innovation
  • Safety
  • Environmental quality
  • Governance and cooperation
  • Overall structure of the project

The 14 best examples were published in the Compendium of best practices for making cities more accessible (Recueil de belles pratiques et de bons usages en matière d’accessibilité de la cité) and we present some of them below.

Auberge de jeunesse l’Escale

The Escale project meets the needs of all types of impairments: mobility, visual, audio or intellectual. During the Bonnes_pratiques_handicapes_ang_image1construction stage, this youth hostel opted for integrated accessibility, which means adaptations are only perceived by the users who need them. « Ordinary » clients will not notice the following: the pattern of lobby tiles, some of which are coarse-grained, indicates a path; toilets are installed on darker backgrounds so they can be seen by people with visual disabilities; the signage combining text and images was created largely for those with intellectual disabilities; the elevators talk and doors have low threshold heights. The Dunkerque urban community managed to involve all the partners in the project, particularly the development company and the future operator.

Vanoise National Park mountain hut

Plan du Lac, a mountain hut built in the Maurienne valley at an altitude of 2351 m, was designed to be accessible to people with mobility or visual impairments. It features adapted bathrooms, special signage (panels with raised letters, audio tactile tools), inclined surfaces, an exterior ramp and specially arranged furniture. Visitors can also borrow a device that transforms a city wheelchair into an « all-terrain » wheelchair (see picture), as well as audio guides and booklets for people with visual impairments. All the local players—elected officials, technicians and associations—worked very closely together to create Plan du Lac.

http://youtu.be/L_XVcFaVko0

Gîtes Les Salicornes

This holiday rental offers two kinds of accommodation: one is adapted for the four types of disabilities, while the Bonnes_pratiques_handicapes_ang_image2other is for mental and hearing disabilities. Access to the lodgings is facilitated by a parking lot with compacted ground, access ramps, an absence of door thresholds and paths with tactile elements in contrasting colours. The bathroom, kitchen and bedrooms are fully adapted, thanks to features like grab bars, contrasting colours, low furniture on wheels, and plugs and light switches positioned at the proper height.

The quality services and high degree of accessibility enable travellers with disabilities to enjoy a vacation home with as much autonomy as possible.

Saint-Cloud/Val d’Or train station

In February 2006, the SNCF (French rail company) created an advisory council of people with disabilities or reduced mobility from eight national associations representing all types of disabilities. The Saint-Cloud/Val d’Or train station project was the result of this cooperation. It includes a new footbridge that overlooks all the tracks and connects the two platforms, which were completely renovated and outfitted, along the edges, with tactile warning strips. Passengers can access the footbridge via elevator or escalator. The train station features the following facilities and accommodations:

  • An arrow with an audible alert to help people with visual impairments navigate within the train station
  • Double indicator strips that are recognized and reassuring for people with visual, mental or intellectual impairments
  • Ramps to facilitate the movements of people with reduced mobility and those encumbered with luggage or strollers
  • A virtual character named Jade, who translates any audio announcements into French Sign Language

Bonnes_pratiques_handicapes_ang_image3

Source: developpement-durable.gouv.fr

 

Office de tourism/Vitrine des métiers d’arts in Villedieu-les-Poêles

When the tourism office/showroom for handicrafts was built in Villedieu-les-Poêles, it was designed to be accessible in every way. It features physical accommodations aimed at all disabilities, as well as adapted pedagogical tools for visitors (tactile tours, Braille guides, portable induction loop systems in all the rooms to enable hearing aid users to hear more clearly, etc.) and special staff training. Initially designed for members of the public with disabilities, some of the features are now offered to everyone: guided tours, interactive games for people with intellectual impairments and improvements to the visual comfort of exhibition spaces.

Bonnes_pratiques_handicapes_ang_image4

The grounds of the building were renovated to facilitate access and connect it to downtown and other nearby facilities via a safe, accessible route.

In France, there were 5,000 certified sites in 2011 (30% of rental homes and furnished apartments, 12% of hotels, 17% of holiday accommodations and 10% of heritage sites). In Québec, the Accessible Road includes 170 cultural and tourism establishments such as hotels, theme parks, heritage sites, cultural attractions, tourist information sites, gardens and nature parks. In the United States, tourism accessibility should increase with the March 2012 implementation of new guidelines for places like hotels, airlines and attractions, the goal of which is to increase accessibility for people with disabilities and make it easier for them to travel. There are surely other examples of best practices. Do you know of any? Let us know by leaving us a comment at the bottom of this article.

 

Sources:

– Kéroul and Canadian Tourism Commission. « Best Practices in Tourism Accessibility for Travellers with Restricted Physical Ability, » APEC Tourism Working Group, October 2003.

– Masson, Annette. « Tourisme et handicaps : déjà 10 ans et 5,000 sites labélisés« , handicap.fr, December 1, 2011.

– Michaud, Annick. « Accessibilité aux divers handicaps : des lauriers pour L’Escale« , La Voix du Nord, March 14, 2012.

– Ministère de l’Écologie, du Développement durable, des Transports et du Logement. « Recueil des belles pratiques and des bons usages« , developpement-durable.gouv.fr, consulted March 23, 2012.

Web sites:

Gîtes Les Salicornes

Vanoise National Park

Catégories
Sustainable tourism

“Green” practices in British Columbia’s B&B industry

Numerous studies have examined environmental practices in hotels (Winter & Azimi, 2006; Johnson, 2008; Hanna, 2008; Gunter, 2008; Bohdanowicz, 2005), but very few have focussed specifically on the environmental practices of the B&B industry.  Bed and breakfasts (B&B) are defined as lodging establishments set in a residence that offer overnight accommodations and breakfast (Rushmore & Baum, 2001). B&Bs are, by definition, much smaller than typical lodging operations, which are usually full-service hotels; however, the B.C. Ministry of the Environment in 2007 found that residential and commercial buildings in B.C., which include B&Bs, produced 12% of total greenhouse gas emissions.  With the recent Olympics held in British Columbia, the focus had to be on environmental initiatives for all players and actions taken to further this environmental agenda. A study was done to assess the current “green” practices in British Columbia’s B&Bs as well as to determine the awareness of owner/operators about such practices and their level of participation.  The study also identified and measured what owner/operators felt were the barriers and incentives to implementing “green” practices.

The primary data used for this study was based on 146 valid responses from B&Bs in British Columbia (13% of an 1100 sample size), which were completed using an online survey tool in October 2008.  Research found that a significant number of B&B owner/operators indicated they have implemented “green” practices in their operations. The most common “green” practice was recycling; an average 73% of owner/operators “always” recycle. Owner/operators also exhibited environmental awareness by “usually” or “always” purchasing organic (40%), locally grown (66%) and low-toxic items (62%). The tendency to purchase organic and local items depended on availability and the B&B’s location, with remote locations finding this difficult. Additionally, 80% of participants indicated that they take the initiative to learn about environmental management. This shows that the trend of becoming more sustainable is apparent within B&Bs in B.C.

Barriers that hindered B&B operators from implementing “green” practices included financial restrictions, lack of resources and location. The financial restrictions cited as a barrier were also consistent with the response that a monetary incentive would be effective. The majority of respondents were not part of a “green” association that recognizes environmental initiatives through certification. In fact, no standard certification process exists for B&Bs in B.C.

Recommendations from this report outline how stakeholders could help B&Bs develop more “green” practices. First, government and associations could improve communications and increase the availability of feasible “green” practices that B&Bs could implement. The creation, implementation, communication and monitoring of government incentive programs in the field of sustainability would also improve B&Bs “green” practices. Second, an association could be created at the provincial or local level to recognize “green” initiatives through certification. Third, B&Bs could also become more aware of the current provincial and federal incentives offered to establishments for retrofitting.

Overall recommendations for government, associations and industry include the creation of a co-operative marketing initiative involving all three stakeholders.  This initiative could help increase awareness of “green” practices and specifically target the “green” niche market. The study notes that B&Bs are often not considered when discussing the impact of tourism and its contributions to mitigating climate change or moving towards more sustainable tourism. If Canada is to be seen as an eco-conscious destination, the B&B industry must not be forgotten. – new-

Bibliography
– Bohdanowicz, P., «European Hoteliers’ Environmental Attitudes: Greening the Business», Cornell Hotel and Restaurant Administration Quarterly, vol. 46 no 2, 2005, p.188-204.
– Gunter, H., «State programs help define green hotels», Hotel & Motel Management, vol. 223 no 10, 2008, p. 4.
– Hanna, E., «Setting the guestroom for the guest», Hotel & Motel Management, vol. 223 no 10, 2008, p. 48.
– Johnson, A., «Savings by the load», Hotel & Motel Management, vol. 223 no 11, 2008, p. 34.
– Rushmore, S. & Baum, E., «Hotel and Motels: Valuations and Market Studies», USA: The Appraisal Institute, 2001.
– Winter, J. P. & Azimi, S. L., «Less Garbage Overnight: A Waste Prevention Guide for the Lodging Industry», New York: INFORM, 1996.

Catégories
etourism and technology Management Marketing @en

Web marketing for SMEs

You may think it’s impossible to increase your company’s Internet effectiveness with a marketing budget of only $3,000, but a variety of low‑cost strategies exist, whether you need to enhance your Web presence or conduct an email campaign. According to Merrill Lynch, over 39% of all travel‑related transactions will be conducted online by 2007. Many hotels already book over half their rooms online. For other businesses, embracing the World Wide Web is more difficult and takes longer to produce results.

Start with a Website

The first basic principle is that no business is ever too small for a website. Many web design tools do not even require specialized computer knowledge. This accessibility is just one reason that the number of online blogs has mushroomed in the last year (over 100 million).

However, the best solution is to call on the services of a web design firm, who will be able to produce professionally looking content that delivers the desired result. By the way, not all site design techniques are created equal. It is crucial that the selected supplier be well-versed in tourism marketing. On average, a small inn would need to set aside a budget of $2,000 to $4,000 for the design and creation of a website.

Search engine optimization

If a site is well designed, it will be easily found by search engines. However, there are many strategies for increasing site traffic. The technique of search engine optimization can be very effective, but it may be too expensive for organizations with limited budgets.

Another, less expensive, way to increase visibility is to get other sites to include links to yours. Link popularity is an important criterion used by search engines like Google and Yahoo when ranking sites in search results. Incoming links to a site are interpreted as a « vote of confidence » by search engines and are considered in placement rankings. In a Google search using the same terms, this can make the difference between appearing on page 1 or page 10. Regardless of the strategy used, time is also an important factor. Often, the longer a site has been online, the more success it enjoys with search engines.

Develop networking opportunities

One does not need an enormous marketing budget to build online business connections, simply some time. Here are some strategies for increasing the number of sites with links to yours:

  • Explore and identify the main points of contact with potential customers. Place a link to your organization on sites containing some tourism-related content such as your local business development centre, a directory of small hotels and inns, a tourist attraction in your region, a snowmobile club, your regional tourism association, etc.
  • Create links on sites frequented by potential customers, even if they are not exactly travel-related (e.g., a bird club, wedding planner, chamber of commerce, etc.).
  • Target only high-quality sites relevant to both your product and your clientele.
  • Ensure your website address is clearly visible in all your communication tools, especially your email signature.

One way to assess the performance of your referencing strategy and the true contribution of your business partners, in terms of incoming links, is through tracking tools such as Alexa. This site instantly supplies very pertinent data on any website, completely free of charge. As an example, we used Alexa to analyze the site for Auberge des Falaises in Charlevoix (Illustration 1). Although not an exact science, Alexa produces statistics like traffic generated, number of pages visited, percentage increase in the past three months, etc. If a site generates enough traffic, one can also get graphs illustrating the breakdown of visitors and visits during a specified time period.

Illustration 1

Alexa1

The Related Links section in particular contains highly relevant information to help you better understand the influence of other sites in relation to your organization. Alexa draws up a list of the sites that send visitors to your site (Illustration 2). This data enables you to quickly see which sites send the most visitors and their traffic ranking, whether you are familiar with these sites or unaware of their existence.

Illustration 2

Alexa2

Finally, it is interesting to find out where else your visitors browse. If you have a lot of traffic but very few transactions, this information will give you a better idea of where your lost customers are going. You will also find out more about your potential customers’ interests. In our example, the most popular site among browsers of the Auberge des Falaises site was that of the Corporation du parc régional du mont Grand-Fonds (Illustration 3).

Illustration 3

Alexa3

Convert visitors into customers

The ultimate goal of attracting a visitor to one’s site is obviously to encourage this potential customer to make a reservation. However, according to search engine statistics, only 3.7% of visits to hotel websites translate into a sale. What usually makes the difference is the site’s professional appearance and usability.

The firm eMarketer has published a ranking of the best online marketing tactics, as well as the worst performing, according to a survey of tech-savvy online advertisers (Figure 1). Paid search ads and house email lists are the two methods that received the highest ranking. On the other hand, sending emails using rented lists was relatively ineffective.

Figure 1

CP_2007-02_marketing_web_grphq1

Email segmentation

If you operate a small business, segmenting your email lists may be an effective marketing strategy. Purchasing email lists from specialized distributors may well be beyond your means and this strategy offers mixed results at best, so the ideal solution is to build your own email list.

Segmenting your list means grouping current and potential customers together by what they have in common: interests, purchasing behaviour, demographics, etc. Compiling this data enables you to more effectively target your efforts, adapt your message and obtain a better response rate than you would with blanket email marketing initiatives. On average, specialized firms that conduct such email campaigns charge anywhere from $15 to $150 per month, depending on the size of your list.

Regardless of the company’s size, a well-segmented house email list can encourage customer loyalty and increase sales, convey information relevant to the needs of potential customers, and create a high-quality channel of communication with customers.

There are many tools and strategies available to business owners; one has only to adopt them and use them effectively. We live in an era when the role of technology is to further the development of small business, not hinder it. With a minimum of investment, some good advice, several hours of research, a little curiosity and a dash of resourcefulness, you will be well positioned to market your business like the big players.

Sources:
– eMarketer. « What Works, and What Doesn’t, in Online Marketing, » February 7, 2007.
– Goodman, Gail. « Email Segmentation for Small Businesses, » iMedia Connection, August 30, 2006.
– Husin, Linda. « Booking Is the Keyword, » ehotelier, November 29, 2006.
– Salerno, Neil. « So, You Have a New or Improved Hotel Web Site – Now What – How to Promote Your Web Site, » HotelOnline, November 2006.
– Salerno, Neil. « Production Benchmarks for Your Hotel’s Web Site, » HotelOnline, August 2006.
– Max Starkov and Jason Price. « Strategic Linking in Hospitality: Build a Robust Link Popularity, » HotelOnline, September 2006.

Catégories
Accommodation

Marketing 101 for small inns and hotels

Marketing is never an easy undertaking, especially for small inns and hotels with limited time and budgets. While the following does not provide an exhaustive list of advice, options and how-tos, it does offer a checklist of various suggestions for improving visibility.

Turn an improvised strategy into an effective one

Starting with some general information (e.g. the typical guest at a small inn or hotel is a leisure tourist who has selected this type of lodging for its ambience and personalized service, and more often than not, these customers reserve by phone) and doing a little background work (defining the target audience, determine distinctive features, etc.), a business can begin the marketing process.

Exploiting the opportunities of the internet

Although the internet is not currently the means by which most small inn and hotel guests make their reservations, it is still a primary source of information. More and more people are automatically turning to the Web when they need to find or recommend a place to stay.

While the internet offers a sea of opportunities, there is also the danger of drowning in it. For this reason it is not enough to have a Web presence; the site must also be searchable. However, understanding how search engines work is a complex task requiring time and expertise. At the same time, because these engines evolve and change along with the competition’s positioning, there must be a strategy for periodically reviewing the process.

Trying to compete with the major players on their own territory is a waste of time, so small inns and hotels are better off using other methods. Instead of associating the site with the most popular terms typed into search engines, focus on those used by the target audience. For example, many such people will refine a search by typing « Saguenay inn » rather than « Quebec hotel. » Another option is to sponsor a link on the search result page of a local festival.

Improve and assess the effectiveness of methods used

Once again, to make a product stand out from competing major hotel chains, one must innovate and adopt original presentation methods (visuals, ways of communicating, etc.).

  • Clearly define the target audience so reach it effectively
  • Develop a specific niche (such as family parties, company activities, honeymoons, special events, etc.)
  • Establish partnerships with companies – even those outside the industry – to develop an unusual product or innovative marketing strategy

To measure the validity of promotional efforts and retain only the most effective measures, ask guests where they found about the establishment and how they made their reservation.

Sources:
– Carroll, William J. et al. « A Comprehensive Guide to Merchandising Bed and Breakfast Inns, » Cornell University, School of Hotel Administration, The Center for Hospitality Research, CHR Tools, No. 8, August 2006.
– Hursh, Patricia. « Winning Big with a Small Search Marketing Budget, » [searchenginewatch.com], August 28, 2006.