TOURISM MANAGEMENT CRISIS

INVITED SPEAKERS:
Bruce MacMillan, president and CEO, Toronto Convention & Visitors Association
Jeff Connell, president of the public relations firm Weber Shandwick BDDS

"Managing a crisis is to be READY to face adversity, apply to REDUCE the best possible negative impacts AND ensure the smooth management process despite the chaos. "Jeff Connell

IF TORONTO - BRUCE MACMILLAN
During his speech, Bruce MacMillan stressed the importance of controlling the damage caused by the crisis, have a plan to communicate effectively and expeditiously execute a recovery plan. In this crisis, Toronto has learned many lessons.

DAMAGE CONTROL
Determine whether there really is a crisis.
Act quickly.
Knowing the facts and communicate.
Working together - bringing together key players (levels of government and local government, airlines, hotels, restaurants, congress, economic agents, etc.).
Determine the main effects of the crisis.
Define a communication plan.
Quickly establish a recovery plan.
Prioritize research activities (draft scenarios, measure the effectiveness of actions, behavior of the population, etc.) - we learn a lot.
COMMUNICATION PLAN - INTENSIVE DISTRIBUTION
Let the health professionals caring for communicating status of the situation and to reassure the public.
Designate a single spokesperson competent, credible and effective for all matters other than health.
Mobilize networks and Internet use.
Contact tour operators, conference organizers and other stakeholders to reassure them.
Demonstrate that the destination is safe and encourage people to return.
RECOVERY PLAN
Generate a movement of solidarity and enthusiasm among key economic and tourism stakeholders and also rally the population.
Obtain financial support from the government and all sectors to launch a major promotional campaign.
Launch a promotional campaign in three stages - regional, national and international - and over a period of two years.
Use several promotional axes - media advertising, attractive packages (Wayne Gretzky) and major events (Rolling Stones).
LESSONS
The media have amplified the crisis by presenting the situation worse than it was - 70% of people feel this way.
Travelers are turning to health authorities to stay informed and get the nod.
We must let health issues to health professionals.
You can never communicate enough.
Many have discovered and recognized the economic importance of the tourism industry.
Working together is essential - must rally to stakeholders and the public and drop the rivalry between Canadian destinations.
Lower prices is not the right strategy - it is difficult to restore the price and quickly extended financial difficulty.
During the crisis, advertising has had little impact. The promotional campaign is to be held after the crisis, not during it.
Work Camps trust must be at the regional level in the first place because even Torontonians were fleeing the city.
Restore the sense of security takes time.
Travelers have so many choices that they will avoid destinations that are perceived as unsafe.
SARS has pushed Toronto to reconsider its position - redefining the image of the destination around culture and entertainment.
EXPECT THE UNEXPECTED - THE MAIN PRINCIPLES OF CRISIS MANAGEMENT -Yves DUPRÉ
A crisis, it is anticipated! Serious organizations take an early decision to embed the "crisis management" function in the model of institutional management.

Create a crisis and outline different scenarios well before a crisis occurs.
Do not deny the existence of a crisis or minimize the scale.
Act quickly.
Designate a competent and effective leader - often complex issues because of the many parties involved.
Get commitment from all stakeholders.
Designate a single decision maker - unthinkable for consensus in times of crisis.
Carefully coordinate all interventions.
Having a cell that generates based on the perceptions of key stakeholders scenarios, which validates thereafter.
Wait for the right moment to disseminate information.
Having a well-equipped operations center.
Determine where we are at the end of the crisis and keep focused on that goal.
Assess "objectively" damage.
Swiftly running a recovery plan.
Restore credibility / reputation.
Start advertising

source : http://veilletourisme.ca/2004/04/26/la-gestion-du-tourisme-en-temps-de-crise-toronto-un-an-apres-le-sras-quelles-lecons-retenir/