Étiquette : Internet strategies

Catégories
Marketing @en

Instagram: from Promotion to Monetization

instagram_logo

In 2015, Forrester Consulting proclaimed Instagram the King of Social Engagement. The reason for this is simple: the average Instagram engagement rate for top brands was 58 times higher than on Facebook, and 120 times higher than on Twitter. Since it first launched in 2010, its popularity has grown steadily and its user base in undeniably loyal: of the app’s 500 million users, 300 million use it every day.

 

 

Content marketing that promotes engagement

On Instagram, as on many other social media platforms, there are several steps involved in getting users to purchase the desired product. One of those steps is creating visual content that is sufficiently attractive to create engagement, such as a comment, regram, or Like.

Here are five tips you can use to boost the performance of your Instagram account:

  1. Resolve all the technical issues: put a URL in your bio that takes followers to your website, or to a page specifically designed for your Instagram needs. Next, make sure this site is compatible with all mobile browsers. Identifying and using the right keywords is also crucial for conducting campaigns or contests, appearing in users’ search results, and categorizing content.
  1. Find your style: Instagram is full of inspiring content, which means it is no longer enough to create quality content. Now, you have to provide a context for your content, and give it a style that fits with your corporate image. Use photos, video or Instagram stories to tell a story: storytelling is a great way to play on the reader’s emotions, present experiences and create wonder, and is worth so much more than a clearly ad-focussed message pushing a product or service.
  1. Interact with your followers: respond to their comments and/or discuss their content, comment and Like their photos. Do likewise with your competitors’ followers. Many followers enjoy seeing their content “regrammed” so consider reposting, but remember to give credit to the original Instagrammer.
  1. Work with influencers: there are many influential Instagrammers out there. The right partner(s) are the ones who share your brand’s values, have a large following and are aligned with your intended audience. The reason for partnering with an influencer is to target a specific community that would otherwise be difficult to reach.
  1. Increase your visibility through advertising: Increasing your community organically requires a lot of time and energy. Running ad campaigns, possibly in partnership with an influencer, extends your brand’s reach.

The Call to Action

You’re posting inspiring images and spot-on accompanying descriptions that are aligned with your content strategy; great! But, don’t forget the call to action. If you want your followers to book a table at your restaurant, spring for a vacation package, or get in touch with you, you have to tell them so – and be specific! For example:

  • “Like what you see? Book now by clicking the link in the bio.”
  • “Want to enjoy this experience? Press Contact to check availability.”

Make It Easy to Buy

The whole point of marketing initiatives is to make a sale, right? In order to do so, the buying or booking process must be as hassle-free as possible. There are tools to make the online experience visually and technically flawless. In fact, Instagram will soon feature a Shop Now button, that lets users buy the products on their screen directly through the app. Until this new feature has been fully tested, here are two tools used in the hospitality industry:

Conrad Hotels & Resorts uses Curalate’s Like2Buy solution to direct its followers to a gallery hosted by Like@Buy. Followers simply click on the link in Conrad Hotels & Resorts Instagram bio to get to the gallery, where they can browse a wide range of tempting photos; clicking on any one of the images takes them to the chain’s reservation site. To encourage web surfers to click on the link, each picture description includes a call to action.

conrad

Source: Instagram

Tribute Portfolio, a collection of independent hotels and resorts from Starwood Hotels & Resorts, helps users book rooms at its Le Metropolitan and Le Dokhan’s hotels straight from their Instagram account with LIKEtoKNOW.it. When someone Likes one of the photos in the @tributeportfolio account with the #independentmoments and #liketkit hashtags, they receive an email with a link to the hotel’s website, where they can go to complete their reservation.

tribute-portfolio

Source: Instagram

Be creative! Look at what your competitors are doing and get ideas from companies in different sectors. Instagram is the perfect social media platform for promoting travel. Do you feel more prepared now to use Instagram as a tool to market your business?

Catégories
Marketing @en

Retargeting: A growing trend in advertising

The US travel industry will spend US$3.35 billion on online advertising this year, a 14% increase over 2012, according to eMarketer. When it comes to optimizing the results of ad campaigns, some methods, like retargeting, generate truly impressive results.

What is ad retargeting?

Ad retargeting, also known as remarketing, is a behavioural segmentation strategy that leverages browsing data. When visitors leave a brand’s Website, a cookie is placed on their browser, which means they will subsequently see banner ads from this same brand when navigating on other sites or search engines (see image below). The business thus boosts its return on investment for advertising by targeting these potential clients, who are more likely to purchase than those who are unfamiliar with the brand.

AL_Reciblage_publicitaire_image1
Source: LaPresse.ca

the placement of the ad is less important than the person targeted.

As Andy Kauffman, Vice President, Global eCommerce Marketing at Marriott, explains, the placement of the ad is less important than the person targeted.

Different types of ads

The three types of banner ads present different content:

  • • The first displays just the brand, with a slogan that is catchy but not personalized. This generic banner reminds consumers of their visit to the site.
  • • The second features the most recent product viewed by the searcher before leaving the site. This type of banner can be used to target visitors who failed to make a transaction or else abandoned their shopping cart before purchasing. Since visitors like these were very advanced in the buying process, it may be easier to convince them to make a purchase. The brand may also offer a discount for the product in question.
  • • Finally, the third type of banner shows products similar to those viewed or purchased. Banners like these are the most relevant and personalized, because their content responds to the interests of the individuals targeted.

Real-time bidding

Real-time bidding (RTB) platforms for the sale and purchase of advertising space make retargeting even more effective. Known as ad exchanges, they operate according to the needs of advertisers and the availability of publishers. According to online marketing firm Mediative, RTB enables buyers to assess the value of an ad impression in real time and determine its current relevance to their campaign. Publishers no longer have to set a price in advance for a predetermined number of impressions, while buyers can purchase advertising when the current bid meets their budget.

Available to a variety of businesses

businesses with relatively modest budgets can give the impression of advertising across the entire Internet

Josiah Mackenzie, Director of Business Development at ReviewPro, notes that the primary advantage of retargeting is that businesses with relatively modest budgets can give the impression of advertising across the entire Internet. While there are specialized firms such as AdRoll, ReTargeter, Mediaforge and Criteo working in the field, businesses can also create their own retargeting campaigns using the Google Display Network to publish ads on affiliated sites or the search engine itself. In addition, this system offers users the option of targeting different customer segments (e.g., customers who have made a purchase in the last 30 to 90 days, customers who have previously taken action on a site, etc.).

In the travel industry, Expedia offers retargeting to its clients (hotels, airlines, etc.) through its marketing service, PassportAds. Banner ads are then displayed on selected sites or on Facebook, and videos can be posted on YouTube as well as major news sites, with the goal of directing consumers to the advertiser’s site.

 AL_Reciblage_publicitaire_image2

Source: advertising.expedia.com

For example, the Las Vegas destination management organization used this tool to boost reservations for its member hotels listed on Expedia. The campaign enabled it to increase its return on investment for advertising expenditures by 120%.

Does retargeting work?

According to John Hach, Vice President, eMarketing Solutions, for TravelClick, retargeting is more effective than traditional advertising. Max Starkov, President and CEO at Hospitality eBusiness Strategies, maintains that Google retargeting campaigns generate more revenues for the hotel industry than the Google Hotel Finder metasearch engine.

Personalized banners are more successful than traditional banner ads. Pascal Gauthier, of Criteo, notes that the average click-through rate of a personalized banner is 0.6%, but that this rate can rise to 2.5% for certain campaigns, in other words, five or six times the rate of a generic retargeting ad.

Hipmunk, a travel metasearch engine, conducted a remarketing campaign with the help of AdRoll. The result was increased conversion rates (when a user visits the site) of 75% in the case of visitors who had previously searched its site, and 50% in the case of those who had seen the banners after having purchased a product via the metasearch engine.

Social networks get involved

Although it is still being tested on Twitter, retargeting has been available on Facebook since 2012. Using real-time bidding, Facebook Exchange (FBX) enables brands to insert their banner ads in the right sidebar of users who have visited their Websites or, since March 2013, in their news feed (see image below). The results have been dramatic: according to a report from AdRoll published in June, retargeting ads displayed in the news feed generate a click-through rate 49 times higher than those displayed in the right sidebar and 21 times higher than retargeting banners displayed outside social networks.

 AL_Reciblage_publicitaire_image3

Source: mdgadvertising.com

Facebook’s mobile application takes things a step further by enabling businesses to retarget users who have already downloaded a brand’s app. A banner ad can be inserted in the news feed with a clickable button (Book Now, Watch Video, etc.) leading to the application (see the example of Hotel Tonight below).

AL_Reciblage_publicitaire_image4

Source: mobilemarketer.com

More and more tourism businesses will likely adopt these ad campaigns, given the excellent return on investment. This communication and loyalty tool is particularly suited for mobile devices, as it can use geolocation to provide even more relevant content. The future looks bright!

Catégories
etourism and technology Management

SOS! My business is having a social media crisis!

Thanks to social media, information that used to take several hours or even days to reach the public can now be spread almost instantaneously. When a crisis sets alarms bells ringing in today’s world, it’s impossible to ignore!

A well-prepared crisis unit and an action plan to mitigate the impact and quickly get back to normal are just two ways to manage a social media crisis and limit collateral damage.

Anticipate and plan for a crisis

While it’s nearly impossible to predict what will lead to a crisis, organizations are nonetheless well-advised to take advantage of calmer periods to contemplate the possibility. They should envision some plausible scenarios, establish a management protocol, appoint the individuals who will be in charge, determine the role of each team member, and supply everyone with the tools they need to take action and communicate effectively, should the need arise (see also: Quand la crise éclate!).

Online monitoring of chatter about your company or organization is a way to complement your crisis preparations. In fact, this sort of monitoring can identify vulnerabilities and anomalies and enable you to take action before they degenerate. There are many monitoring tools available to facilitate this process (see also: Des stratégies pour gérer votre réputation en ligne).

In the end, although your company image and reputation are at stake, don’t forget that similar risks existed, even before the advent of social media. The difference is that, today, social networks have the potential to aggravate and accelerate a crisis situation.

Intervene, manage and overcome a crisis

When an incident is detected and a crisis seems inevitable, one must take effective action. At this stage, managing communications and reassuring clients, partners and the public requires a lot of discipline and diplomacy. Even if you have no answers for the questions being asked, it is important to publicly acknowledge the problem and show that you are doing everything in your power to resolve it.

Maintaining control over communications, promoting transparency and honesty with regard to the current problem and reacting quickly to criticisms can help you limit the damage. If the crisis actually began on a specific social network, Facebook, for example, you should begin by responding directly on the site. With a little bit of luck, the crisis could subside without reaching other media. If, on the other hand, this is not the case, you must act in a uniform manner across all networks involved.

Creating a Web page with crisis-related questions and answers (FAQ) could save you a lot of time and prevent misunderstandings. In addition to listing all possible questions, this page means you can provide a link to the answers when asked about the same topics; remember, Twitter only gives you 140 characters, which is not much for clearly expressing your views. This page could include the following types of information:

  • Recognition of the crisis
  • The surrounding circumstances
  • Photos or videos showing, for example, the president of the company holding a briefing
  • The next actions planned to resolve the crisis
  • Contact information for people who can provide more details

During a crisis, the point is not to win arguments but to control damage. For this reason, although transparency is essential, it’s also important to know when certain conversations that could degenerate should be taken offline. Inviting a compromising person to continue the discussion by phone or email shows that you are interested in the position being argued yet prevents the spillover from being aired publicly.

End a crisis

Some crises can be avoided, while others would appear inevitable. What lessons have you learned and what measures can you take to prevent a similar situation from happening again? It is crucial to deconstruct such events after they are over so you can use the experience to prepare your next crisis management plan. You could, for example:

  • document and preserve all the comments posted on the various social networks and any emails exchanged with the internal team, the public and the media
  • analyze the number of site visits and your social network profile during the crisis
  • determine the chronological sequence of events, identify the critical moments and understand the reasons behind them
  • evaluate the crisis management plan you used and improve it

To avoid having to face a social media crisis, some businesses are simply opting out of social networks. But is this really a good solution? What if a crisis involving you unfolds on social media and you are not there to deal with it? Although maintaining a presence on social networks definitely involves some risk, paradoxically, not doing so does not make you immune to risk!

 

Sources:

– Baer, Jay. « Don’t Be Scared Be Prepared – How to Manage a Social Media Crisis« , convinceandconvert.com, 2012.

– Blancot, Carole et al. « Communication de crise à l’heure des médias sociaux, » Atramenta, September 2012, 100 p.

– Fryatt, Jenise. « Social Strategies: Creating Your Social Media Crisis Management Plan« , blog.cvent.com, January 16, 2013.

– Seraiocco, Nadia. « Gestion de crise sur les réseaux: pensez-vous à votre CM? » cheznadia.com, February 27, 2013.

– World Tourism Organization. « Toolbox for Crisis Communications in Tourism« , 2011.

Catégories
etourism and technology

Search, User Generated Content and Online Booking

There are 2,3 billions internet users in the world with significant penetration ratios in countries all over the world(5). Recently, User-Generated Content (UGC) has been considered as one of the most important sources of information influencing tourists’ choices. Despite this, few studies have focused on examining cross- visitation, that is referral and conversion traffic from UGC to other key online and offline information sources. Further, little research has focussed on analysing when consumers use UGC along with their information-search and the related cross-visitation.

Some empirical data

UGC plays a relevant role along with all the online searching and booking behaviour of tourists, particularly UGC within third-parties websites. Referring to the so called “billboard effect”, recent research showed that consumers’ decision making often starts by looking at Online Travel Agencies (1,2,4), whose posts of reviews and comments clearly influence tourists choices and online booking(3). Analyzing 1,720 reservations for InterContinental Hotel Brands, a study reported that almost 75% of consumers who booked through the official website of Intercontinental had visited an OTA prior to making the reservation, with nearly 83% performing a search on Google, Yahoo or Bing and two-thirds performing both a search and an OTA visit (2). Further, cross-visits by OTA shoppers to Facebook exceeded seven in 10 whereas cross-citation with Twitter was found to be at around 25% for both OTA and hotel web site buyers (6).

The when consumers use UGC: the Italian tourists’ behavior

Recently, an empirical study was carried out on a sample of 623 Italian tourists to analyze the when consumers use UGC along with their information-search and the related cross-visitation (4). The final open-ended question asked participants to fully describe the way they usually search for information when making hotel reservations. Their open answers were manually coded considering the sequence by which each category of information (both online or offline) were cited (that is step 1, step 2, etc). It was then possible to calculate the frequencies by which the different sources were found to be used along with the respondents’ information-search.

Table 1 shows in which stage each information source is used by respondents to make their hotel booking.

Table 1 – The online information-search: what information sources do tourists use? (%)

The majority of respondents stated that they start their online booking by using OTAs (45.6%) or search engines (23,2%). 14.5% of them reported referring to tourism-related social networks (such as TripAdvisor, Zoover, etc) in the early stage of their search-information process. Furthermore, Table 2 shows that tourists sometimes finalize their booking via traditional travel agencies or via direct contact with hotel (phone call or email).

Further insights on tourists’ booking behaviour can be obtained by concentrating our attention on what happens once tourists start a search via OTAs and search engines, the information sources that appear to influence the early stage of the search the most.

As shown in Figure 1, 23.2% of respondents start their search through search engines and then visit the hotel’s own website (37.2%), or OTAs (24.6%) or tourism-related social network (8.7%).

Figure 1 – Online booking starting with search engines: how do tourists search for information?

Source: Del Chiappa(4)

22.6% of those visiting the hotel website at the second step of their search, proceed in the next step via phone call or email (19.4) or visiting an OTAs to search for comments and reviews and/or to look for more convenient rates (22.6%). There is also a 12.9% of tourists who continue to look for other UGC in tourism-related social networks. 24.6% of those visiting OTAs at the second step, proceed to visit the official websites (50%), other tourism related social networks (19.2%) or make a phone call to the hotel (11.5%).

Figure 2 – Online booking starting with OTAs: how do tourists search for information?

Source: Del Chiappa(4)

According to Figure 2, 45.6% of respondents start their research through OTAs and proceed to visit the hotel’s website (55.2%) or other travel 2.0 application, that is tourism related social networks (19.7%). Then, 69,4% of those visiting hotel websites at the second step of their search, proceed via email (36.5%), phone call (32.9%) or other tourism-related social network (12.9%). 17.9% of those visiting tourism-related social networks at the second step, then visit the hotels’ website (72.7%), or place a phone call (9.1%) or visit photo sharing websites (3%).

Managerial implications and suggestions

Better knowledge on how information is acquired, enables marketers to better influence tourists’ buying decisions. The aforementioned research suggests that hotel marketers should monitor their brand reputation over the internet and should pay particular attention to UGC uploaded onto On line Travel Agencies, considering that it is by looking at ratings/ comments within these websites that consumers’ may decide to include or exclude a given hotel from their potential set of choices. Tourists would then be able to consider the hotel as they proceed in their information search using all the other information sources. Further, findings suggest that hotel marketers should adopt a multichannel communication and distribution strategy (on-line and off-line) to influence tourist choices and should manage their internet strategies (parity rate, effective booking engine, call-to-action, etc) and their customer service in order to convert as much traffic generated by OTAs (and other Travel 2.0 applications).

 

References

(1) _ Anderson, C. K. (2009). The Billboard Effect: Online Travel Agent Impact on Non-OTA Reservation Volume. CHR Report. The Center for Hospitality Research at Cornell University, 9(16).

(2) _ Anderson, C. K. (2011). Search, OTAs, and Online Booking: An Expanded Analysis of the Billboard Effect. CHR Report. The Center for Hospitality Research at Cornell University, 11(8).

(3) _ Del Chiappa, G. (2011). Trustworthiness of Travel 2.0 applications and their influence on tourist behaviour: an empirical investigation in Italy. In R. Law, M. Fuchs and F. Ricci (Eds.), Information and Communication Technologies in Tourism 2011, 343-353. Vienna, Austria: Springer.

(4) _ Del Chiappa, G. (2012). User Generated Content and its influence on tourists’ choices: how do tourists make hotel reservations online? Turistica, Special Issue “Content Personalization and Multimedia Marketing for Destinations and Tourism Business, 1, pp. 39-50. Paper presented at Modern Hospitality and Tourism Development Conference, Università di Allameh Tabataba’i di Teheran.

(5) _ Internet Word Stats. (2011). Top 20 countries with the highest number of internet users. Accessed online (August 31, 2011) at http://www.internetworldstats.com/top20.htm.

(6) _ PhoCusWright. (2011). Social Media in Travel 2011: Traffic, Activitiy & Sentiment.

 

Giacomo Del Chiappa – Assistant Professor in Marketing, Faculty of Economics, University of Sassari
Giacomo Del Chiappa received a Ph.D in “Marketing and Business Administration” at the Faculty of Economics of the University of Milan-Bicocca. He was Visiting Scholar at the University of Melbourne (Australia). He is Assistant Professor in Marketing at the University of Sassari, Faculty of Economics. He teaches in the areas of “Tourism Management and Marketing” and “Destination Management” for the Degree in Tourism Marketing and Management, based in Olbia (Sardinia). He is a member of the editorial board of the journal “Tourism Analysis” and referee for international journals. His research topics are related to destination governance and branding, convention site selection criteria and meeting industry and, finally, consumer behavior in tourism. In this latter field his studies are concentrated on responsible tourism, on web 2.0 in the hospitality sector and, finally, on community-based tourism. Fields of expertise:

  • Destination governance and branding
  • Convention site selection criteria and meeting industry
  • Consumer behavior

Organization Web site
Catégories
etourism and technology Trends

Web 2.0 extends to both tourism and culture

The internet continues to evolve at a rapid pace. Indeed, recent changes have been so profound that they have led to the introduction of the phrase “Web 2.0”, which has quickly become the trendy, catch-all term used to describe the new ideology that is shaping the internet. This new approach has been adopted by numerous sectors but specifically by the tourism industry, giving rise to the term “Tourism 2.0”. Some see this as a trend that will quickly spread to other sectors. If that is indeed the case, when will we see the emergence of “Culture 2.0”?

The 2.0 Philosophy

With Web 1.0, internet users could do little more than browse for information on professionally‑constructed sites, using tools developed by a limited number of companies. The advent of the 2.0 era means users are now active participants, able to produce their own tools and data. They interact with the medium by creating, modifying, organizing, commenting on and uploading content.

Users can take advantage of the internet’s expanded functionalities to build virtual communities where they share information, favourite sites, photos, videos and much more. A wide range of tools have been developed that strengthen the Web’s influence: blogs, news aggregators, forums, meta‑search engines, podcasts, and so on. Some of the better‑known icons of Web 2.0 are:

  • Wikipedia: web‑based free‑content encyclopaedia project
  • Flickr: photo sharing website
  • Del.icio.us: bookmark sharing website
  • Myspace: social website with filesharing
  • Youtube: video sharing website
  • Netvibes: personal news aggregator

The 2.0 trend is spreading!

Today’s internet community includes millions of members, and a great many of them are excited about 2.0. The number of online communities, websites and webtools is growing rapidly. When sectors see 2.0 added after the name, they know it identifies them as a domain where the critical mass of content and users matches the 2.0 mindset.

Already, there is increasing online use of the term “Medicine 2.0,” to refer to the proliferation of sites where people share information and advice, enabling them to confirm a doctor’s diagnosis or diagnose their own illness by comparing their own symptoms with those listed online.

Tourism 2.0

Already a mainstay of the online world, the tourism sector lost no time in adopting the 2.0 philosophy; after all, travel has always involved an element of exchange between individuals. Also, since nobody can try a trip before they buy it, tourism is the perfect commodity to bring individuals together online where they can provide the inside scoop on vacation deals. The kind of networking made possible by the web is the perfect stepping stone to sites that promote the sharing of photos, videos, opinions, advice and referrals related to tourism destinations.

With popular influence rapidly growing, the role of critic and consultant is no longer the exclusive domain of professionals and the same is also true of control over the image of a company or destination. One of the results of web users being able to produce and broadcast information and visual content is that the general public is faced with increasing amounts of material of uneven quality. The power of internet users is so great that it influences the way information is organized and accessed.

It is precisely the emergence of a significant number of web‑tools and sites, specifically geared toward tourism and inspired by the Web 2.0 mindset, that gave rise to the term Tourism 2.0.

Culture 2.0… it’s only a question of time!

Culture in general already has a significant web presence. Many cultural organizations and artists were quick to take advantage of the web’s ability to reach new audiences by creating virtual museums, online art galleries, live concert broadcasts and increased access to archival material – although these offerings are mostly based on Web 1.0.

However, we are starting to see an increasing number of cultural projects that have been more influenced by the 2.0 philosophy, where the general public participates and is involved in creating, personalizing, classifying and broadcasting content. This trend is particularly pronounced among those in the vanguard of Web 2.0, all of whom devote part of their space to culture:

  • Wikipedia lets internet users collaborate on writing encyclopaedia articles on a wide range of cultural topics;
  • Youtube lets millions of amateur and professional artists upload video clips and short films;
  • Various blogs and forums provide a space for authors to share and discuss their work with other community members.

A certain number of cultural entities are also trying to exploit the potential of Web 2.0; among them:

  • www.cinemamontreal.com: A space devoted to commercial film, this site now lets people upload and read reviews and comments.
  • www.librarything.com: This site lets people catalogue their personal book collection, share it with other community members and make recommendations; it claims it has 100,000 users and 7 million books.
  • www.brooklynmuseum.org/community/blogs/: This section of the Brooklyn Museum’s website features blogs and photo‑, video‑ and document‑sharing as a means of promoting interaction with its community. The museum has also designed an impressive space on Myspace, the biggest social networking website (www.myspace.com/brooklynmuseum).
  • www.australiadancing.org: Clicking on the Take Part tab on this dance site takes the user to a page that uses “wikis,” a collaborative online tool, to let people share their knowledge, ideas and news about dance.
  • www.nzlive.com: Developed by New Zealand’s Ministry for Culture & Heritage, “New Zealand culture online” provides an online space that cultural partners and the general public can use to display information on a wide variety of cultural activities.

When the number of site and users reaches critical mass, the Culture 2.0 movement will take flight!

Culture 2.0…a world of opportunity!

Your clients want to express themselves and get involved, so give them the tools to do it! Adding a blog, forum, comments, opinion or review page to your site will enable them to interact not only with you, but also with each other.

Managers can make good use of this new public‑generated content (blogs, forums, virtual communities, social networks, comment sites, etc.) to learn what their clientele is actually thinking. Monitoring client comments is often much more effective than using customer comment cards, and definitely less expensive than setting up a focus group.

Sources:

– Krajewski, Pascal, “La Culture au risque du Web 2.0 – Stage d’étude,” École nationale supérieure des sciences de l’information et des bibliothèques, December 2006.
– Péloquin, Claude, “Web 2.0, vous n’avez pas fini d’en entendre parler!,” Réseau de veille en tourisme, Chaire de tourisme Transat ESG Uqam, June 27, 2006.