BEST TOURIST PLACES IN THE WORLD

Best, best city, best island, best airline, etc., all tourism stakeholders worldwide are scrutinized. For this twentieth edition, France is very poorly represented, but gets a top spot with the Hotel du Palais in Biarritz.

The Hotel du Palais in Biarritz (Pyrénées-Atlantiques) is the only one to get a first place in the Best Resort in Europe category. France is also represented in the 20th Annual Reader's Choice Awards by the Four Seasons George V in the category Best hotel in Europe (2nd place) and the Hotel Saint-Bath Isle of France in the category Best Hotel Caribbean-Atlantic (2nd position).

Conde Nast Traveler says that Singapore Airlines was about twenty editions, the best international airline 19 times and that San Francisco was the number one city in the United States over the last 18 editions, 17 times.

The complete ranking will appear in the November edition of Conde Nast Traveler, October 25. More than 28,000 people voted this year.

All the best in each category of the 20th Annual Reader's Choice Awards:

Top Cities - United States: San Francisco

Top Cities - Europe: Florence, Italy

Top Cities - Australia / Pacific: Sydney, Australia

Top Cities - Asia: Bangkok, Thailand

Top Cities - Africa / Middle East: Cape Town, South Africa

Top Cities - America: Buenos Aires, Argentina

Top Islands - Europe: Mykonos and the Cyclades, Greece

Top Islands - Caribbean / Atlantic: Bermuda

Top Islands - Asia / Indian Ocean: Maldives

Top Islands - Pacific Maui, Hawaii

Top Islands - North America: Vancouver Island, Canada

Top International Airline: Singapore Airlines

Top Airline International (Outside USA): SilkAir

Top Local Airline: JetBlue

Top Car Rental Agencies: Hertz

Top Cruise (small): Regent Seven Seas

Top Cruise (large): Crystal Cruises

Top Hotels - Australia / Pacific: Crown Towers, Melbourne

Top Hotels - South America: Hotel Monasterio, Cuzco

Top Hotels - Canada: Auberge Saint-Antoine, Quebec

Top Hotels - Central America / Mexico: Lapa Rios Ecolodge, Osa Peninsula

Top Hotels - British Isles: Milestone Hotel, London

Top Hotels - Africa: Table Bay Hotel, Cape Town

Top Hotels - Europe Hotel La Scalinatella - Capri

Top Hotels - Caribbean / Atlantic: Eden Rock Hotel

Top Hotels - United States: Ritz - Carlton, Chicago

Top Hotels - Asia: Udaivila Oberoi, Udaipur, Rajasthan

Top Hotels - Middle East: Four Seasons, Amman

Top Resorts - Africa / Middle East: Burj Al Arab, Dubai

Top Resorts - Atlantic Ocean: One & Only Ocean Club, Bahamas

Top Resorts - Canada: Pan Pacific Whistler Village Centre

Top Resorts - Central and South America Lodge at Chaa Creek, Macal River

Top Resorts - Mexico: One & Only Palmilla, Los Cabos

Top Resorts - Hawaii: Four Seasons Maui at Wailea

Top Resorts - Europe: Hotel du Palais, Biarritz

Top Resorts - United States: Lodge on Little St. Simons Island

Top Resorts - Australia / Pacific: Huka Lodge, Taupo

Top Resorts - Caribbean: Curtain Bluff Hotel, Antigua

Top Resorts - Asia: Oberoi Vanyavilas, Rajasthan

source : http://www.mensup.fr/evasion/voyage/a,4328,les-meilleurs-lieux-touristiques-au-monde.html

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Tourism on the moon is it really 2019?

Atlantico: A former senior NASA team embarked on a business travel to the Moon, turning to loans to pay 1.5 billion dollars to send two people to the lunar orb country. Space adventures are possible for astronauts specifically trained, but is this the case for the common man?
Bertrand Comet: It's always good to check the tolerance of people preparing for a trip into space, but in this case this type of experience is much more accessible than you think physically.

So people of a respectable age have been able to go for several days in the stars as American astronaut John Glen who stayed in orbit for more than 8 days at the age of 77.

Despite this successful attempt, the idea that space travel would be reserved for athletes in excellent health has a tough life. Yet, apart from the sick, this type of adventure is now open to a lot of people, provided that they can withstand the pressure loads on takeoff and during the release of the atmosphere, and the journey is not too long. Beyond a month spent in orbit may actually be subject to demineralization, but this does not apply to individuals making travel possible "tourist" whose duration should not exceed 24 or 48 hours.

This project is it technically feasible?
This is far from being a problem since landing on the moon is not really a scientific challenge today, even in a tourist perspective there is nothing impossible here.

The real problem is more financial than technological. My experience in this field allows me to say that we are talking about absolutely huge investments: to give you a scale comparison, the space shuttle project Hermés would have cost the equivalent of 35 billion euros estimated . If Golden Spike Company manages to develop a more comfortable bus with a transfer vehicle for landing, we should imagine are approaching a hundred billion. This also raises another problem in terms of demand since as reported such a trip would cost about $ 1.5 billion for two passengers. Only a very limited clientele can afford a weekend on the Moon (note: there are now 793 billionaires on Earth).

While states are pulling more and more exploratory missions, can we say that there is a "privatization" of space experiments?
It actually assists over the last thirty years a significant divestment of states in the space adventure (the last trip to the Moon from 1976 with Apollo 17), and this can be understood when one knows how these projects require time, energy and considerable sums.

However, there is an exception, and not least with China. The latter has made space exploration a matter of national pride and now she spends a lot of ways to demonstrate its scientific expertise. This impressive catch was made possible in part through the acquisition of Russian technology, then perfected by the Chinese. They are also able to develop original projects on selected sectors (launchers, caps etc ...). They also currently developing botanical projects to successfully grow greenhouse plants, which seems to prove their commitment over the long term.

Regarding the private sector, I would say that there is an attempt of commercial exploitation of spatial opportunities although I am not convinced that these projects will work in a decade. I think of the Virgin Galaxy project that proposes to make a parabolic flight around the planet, although the CEO of Virgin, Charles Branson, claims to already have hundreds of bookings, we can afford to say that its realization concrete is not for tomorrow, mainly for financial reasons again. There is also the SpaceX project that offers something similar using a capsule. The origin of this proliferation of private projects there are many former NASA who think in terms of cost and security development of space tourism is quite possible.

This is far from being absurd, but do not project too quickly in my opinion.

Ultimately, the existence of a colony on the moon is it a fantasy or a realistic projection?
This is not impossible I think, although it should at least exploitable resources (mainly water) on site to ensure the sustainability of a stand-alone basis. Scientific advances in terms of recycling resources are now at a level such that it is not in my fantasy to imagine. We can cite the development of projects operating on the principle of closed systems and are baptized "Advance Environemental Life Media". If this results could include create oxygen from CO2 and recycle human waste internally.

Nevertheless, one must avoid projecting too fast, since it is clearly not possible before 2050, and only if there is a willingness to invest time and resources.

source : http://www.atlantico.fr/decryptage/tourisme-lune-est-vraiment-pour-2019-bertrand-comet-570276.html/page/0/1

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TOURISM IN THE MIDST OF TURMOIL CORPORATE OPPORTUNITIES THREATS VERSUS - HOW TO DEAL WITH IT?

Four persons in the tourism industry: the portfolio manager, the owner of the resort, the head of hospitality and travel company are coming to share their views on the current economic turmoil. Some elements seem to be unanimous: do not reduce prices, not decrease the quality of service and product, review the ways of innovating, identify opportunities and to face the fact that, in this context, cash is King!

This conference was held on January 26, during a special edition of the tourist Gueuletons Transat Chair in Tourism ESG-UQAM in Montreal Bistro Beaver Hall.

JACQUES MARCHAND, CORPORATE DIRECTOR, BUSINESS DEVELOPMENT, AT TRANSAT
Mr. Marchand identifies three major themes that might explain why Transat AT is able to get through this crisis.

The resilience of international tourism. Figures from the World Tourism Organization (UNWTO) show that over the past 50 years or so, the number of international tourist arrivals has grown steadily, with the exception of 2001 alone Many other adverse conditions could have affected the overall growth of tourism over the years, but this was never the case.

Traditional markets Transat less affected. According to the Conference Board of Canada, traveling expeditious approval from Canada to the United States are expected to experience declines of 4.9% and 1.8% in 2009 and 2010, while those to other countries should increase of 4.3% and 5.1% for the same years. In comparison, these trips to the United States for the year 2008 increased by 8.7% and 9.2% to other countries.

Built to cope with crises. Almost every year experiencing a crisis: in September 2001, SARS, Iraq war, hurricane, tsunami, skyrocketing oil barrel, etc.

Mr. Marchand believes that a crisis presents opportunities for performers who have sufficiently deep pockets, as is the case of Transat AT are three positive aspects holds:

It forces companies to rethink their business model to reassess the ways and become more efficient.
Those going through will emerge stronger.
It creates opportunities for acquisition.
CHARLES DESOURDY PRESIDENT SKI BROMONT
Mr. Désourdy evoked the crisis and the effect of "spiral" of the spectrum of the recession caused by the media. This is in fact the subject receiving the most media coverage, even ahead of Barak Obama. Thus, the fear of a recession and its impact generates a real slowdown. Some are reluctant to eat, while in Quebec the real effects of this crisis are still being felt little.

The pricing of season tickets leads to heated debates year after year. In a context where the economy is pretty bad, it may appear bold to predict increases in some rates. Yet this is what was decided by the team at Ski Bromont for its subscriptions 2009-2010. Maintenance or lower tariffs could lead to staff reductions, a decline in the quality of service, customer dissatisfaction, a negative perception of the product, and can do more harm minimal but steady rise. Mr. Désourdy, one should never give regular price displayed. It is better to offer discounts that consumers may obtain on the Web site, for example, and apply to the purchase of a ticket. Thus, discounts are available for the client sensitive to price, but it must make the effort to get them. And at the same time, it keeps the customer willing to pay full price.

Finally, he added that the attractions close to major centers such Granby Zoo or Safari Park, probably not derive their game, since most of travelers should choose destinations nearby.

LOUIS-ROBERT HANDFIELD, VICE PRESIDENT OF QUEBEC SILVERBIRCH HOTELS & RESORTS AND CEO OF HILTON MONTREAL BONAVENTURE
First, Mr. Handfield recalls the base. In anticipation of adverse economic conditions, two types of behavior are distinguished: one can react or be ready because we are proactive. In the first case, we talk about possible short-term options are more limited measures. They often enter through cuts that affect the quality of service. In the case of proactive behavior, suggesting a long-term, the company will be better prepared for a peak period and will be able to put a positive outlook on the situation in order to identifying opportunities.

This is possible by adopting an open attitude. You have to be flexible, creative, agile and determined to cope with change. Internally, the opportunities for innovation and opportunities arise in terms of technology (10%), methods (30%) and processes (60%). Thus, targeting to eliminate wasted time and addressing the lack of tools and training, we can make many improvements to the business. A gloomier period is the perfect time to review how we do things and innovate to make them more effective. A mistake to avoid at all costs: cut which could affect the perception of the product.

LOUIS AUBUCHON, DIRECTOR OF THE PORTFOLIO récréotouristique SOLIDARITY FUND QFL
Shareholders of the Solidarity Fund QFL intended business sustainability and growth. Thus, the company wishes to obtain financing must be able to demonstrate the sustainability of its activities despite a rather unfavorable context. You have to have money to get money!

An economic downturn is ripe to revise its business plan. An efficient company, which has a good track record, obviously has an edge over other less well provided. In this environment, cash is King! This force will be determined by:

the financial ability of shareholders;
the financial capacity of the company;
access to financing (now versus later);
the cost of financing;
the impact on performance.
Moreover, better prepare developing budgets accordingly. Of course, all this should be done before a real crisis occurs. When the company is well organized and powerful enough to cope with declines in income, the crisis may lead to acquisition opportunities, the ability to enter new markets and adapt to change through innovation, while re-evaluating its ways.

AND SUSTAINABLE DEVELOPMENT?
Sustainable tourism in times of crisis it still fits in the concerns of business? Jacques Marchand argues that sustainability has become a distinctive element for Transat AT and creates even employee engagement. There is therefore no question of reducing the efforts in this direction. For Mr. Désourdy Ski Bromont, measures for sustainable development will likely set aside short term, but in his opinion it is important not to lose sight of. As for Mr. Handfield, the Hilton Montreal Bonaventure, he rather believes that this should in no way diminish the efforts that reflect the values ​​of Generation X, Y and beyond.

Finally, after each crisis is entering a new growth cycle. Signs to watch for: the situation in the air transport, accommodation occupancy rate, the cost of financing and ... a drop in media coverage of the recession!

source : http://veilletourisme.ca/2009/02/17/les-entreprises-touristiques-au-milieu-de-la-tourmente-menaces-versus-opportunites-comment-y-faire-face-compte-rendu-de-conference/

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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/

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HOW TO USE THE WEB TRAVELLERS TO CHOOSE A HOTEL FACILITY

The search for a hotel is very differently for tourists and business tourists and leisure travelers. The sources of information that the traveler consults vary depending on the stage at which it is rendered in the planning process. A recent study by Cornell University helps to understand how travelers seeking information about a hotel as well as the influence of social media and review sites in this process.

The year 2010 was that of the consecration of social media, as evidenced by the appointment of Mark Zuckerberg as Person of the Year by Time Magazine. His company, Facebook has surpassed Google as the number of unique visitors per month. Meanwhile, the hotel industry continues to question the effects of social media, both on how consumers use them as ways to interact with customers. Most nevertheless agree on the fact that one has to "listen" carefully to what's being said, to adapt its offer and meet the consumers.

The report from Cornell University reported on discussions from a summit in October 2010 and the results of a survey of 2,830 American travelers leisure and business who have recently stayed at a hotel. Here are some highlights.

TOURISTS IN REGISTRATION USING MORE TRAVEL INFORMATION SOURCES THAN IN BUSINESS TRAVEL
Business travelers most often choose the recommended setting (or sometimes forced) by their company (40%), although many are exploring other opportunities with the search engines (see Chart 1). The leisure tourists consult a wider range of sources when it comes to choosing a hosting facility. Recommendations from relatives or friends come first, especially for women. The leisure tourists outnumber business tourists to use search engines, travel sites and those for the comparison of travel products (p. Ex. Expedia, Priceline and Kayak).

Among the sources of online information, sites publishing consumer reviews (TripAdvisor) seem almost as used as those with professional comments as AAA. Both types of source also revealed the most popular, ahead Facebook, Forbes, blogs and YouTube.

PLUS ADVANCE BOOKING PROCESS, PLUS THE RANGE OF SOURCES CONSULTED IS RESTRICTED
The survey confirms the assumption that consumers would explore many sources of information early in the process and then would focus on only a few to make their choice and to book (see Chart 2). Search engines that dominate early in the process, are less popular while shopping progresses. At a later stage, the sites of hotel suppliers and online travel agencies seem popular. Note that the reviews and meta-search engines like Kayak are also consulted in proper proportion.

When the time comes to make a decision, travelers eliminate many sources of information, which are then used by a small group. Supplier sites and those of travel agents online are still the most popular because they allow you to make the reservation.

THE INFLUENCE OF COMMENTS ONLINE REAL WELL, BUT IT IS NOT RELATED TYPES OF HOTELS
To explore the influence of consumer reviews on booking a hotel, the researchers asked respondents about their propensity to choose an institution with positive or negative opinion. They used the classification scale of Smith Travel Research (STR) to distinguish types of hotels. Regardless of the classification of the property, respondents take away from those who received negative feedback and encourage those who are positively evaluated.

In addition, the adage stating that a dissatisfied customer will share his opinion fully, unlike the customer satisfied, was not confirmed by this investigation. Consumers are so eager to write negative reviews than positive about their experience. There are also no significant differences by hotel frequented kind.

The Cornell study also reports the suggestions of Mr. Anil Aggarwal, president of Milestone Travel, to help hoteliers better integrate social media.

Facebook: Hoteliers should make their reservation system on their Facebook page. The reservation system used is usually well integrated into the site of a facility, which ensures that the consumer leaves the site. The same logic should be applied to social media. In addition, quizzes, contests and other interactive applications attract attention.
YouTube: Add YouTube hosted on the site of the facility videos. Not only is the site more engaging, but SEO is increased by the search engines. Mr. Aggarwal suggests creating videos from the most common features that consumers want.
Twitter: Create a network of current and prospective customers and maintain a daily two-way communication.
And above all, these efforts must be integrated! Social media is an opportunity to analyze market trends through this huge group discussion and improve customer service at a low cost. However, it is important to maintain control over the use of social media by employees. Improper publication can wreak havoc.

The power of social media is not a surprise for the tourism industry, which is in constant interaction with various online media, including review sites. That said, they are constantly changing as the patterns of use by hotel guests. Managers can take nothing for granted and need to be constantly informed!

source : http://veilletourisme.ca/2011/05/04/comment-les-voyageurs-utilisent-le-web-pour-choisir-un-etablissement-hotelier/

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Hotels and restaurants 2.0: practical advice to take advantage of social networks

That's it? Everything you've heard about social networking has finally convinced you and you're ready to embark on the adventure? Good idea. But still need to know how to do it and most importantly, what to say. Hoteliers and restaurateurs here are some tips and examples to guide your communications on these networks and expand your virtual community.

At the last meeting of the National Restaurants Association, the adoption of social networks has been considered one of the top ten current trends. According to Damian Mogavero, president of the consulting firm New York Avero all use social media in the future, but it will be in how to integrate them into the culture of the company, some will differ.
some tips

While social networks are proving to be appropriate tools to test new promotions or original ideas, it is not their primary mission. In fact, social networks provide an opportunity to bring something useful to your customers. Most of your communications should have this idea in the background.

Also, play on your strengths. Do not pretend to be what you are not. Your hotel is not the fanciest, but it is really well located? Bid on this asset.

Here are some tips for using social media by a restaurant or a hotel.

     Encourage testing new menu. Offer your Facebook fans of electronic coupons for free trials.
     Encourage your customers to review the new menu items.
     Turn your employees into ambassadors connected.
     Maintain a dialogue with your customers and potential customers. Rick_Bayless Follow on Twitter, a renowned chef from Chicago, this will give you a good example.
     Keep your virtual community informed on various projects or new (new facility, renovated rooms, etc.). So you create the expectation around an event.
     Increase your traffic by creating unique competition, distribution of freebies and RT (Retweet) positive feedback.
     Communicate regularly and at peak of your readers.
     Be visual! Share pictures of your mouthwatering dishes, videos of what happens in the kitchen, images of special events. In fact, images other than those on your website.
     The messages of "buy this or that" are not effective. Social media tend to focus on interactivity and there must be room for criticism. Express yourself on topics of interest to your community (eg, travel advice, shows to see, etc.). Les Chalets d'Emilia (ChaletsdEmelie) and the Opus Hotel (OpusMontreal) do it very well.
     Learn from the experts. Follow hoteliers, restaurateurs or experts in your field to see how they build a community.
     If you talk to people who are interested in your business, there are chances that they work in this industry. This is a good channel for post positions and recruit.

In addition, a presence on social networks increases your SEO Web since Bing (and soon Google) lists the contents of the Twitter and Facebook pages. The image below shows the Twitter account of the Auberge du Littoral near Quebec appears in the first page of results.

La Joie de Vivre hotel chain uses different channels of communication with Mobile Mondays, Twitter Tuesdays and Facebook Fridays. Special promotions are offered on these channels for days and specific institutions. On Mondays, we offer discounts to restaurants and spa, on Tuesdays and Fridays, discounts on rooms. To be informed, you have to subscribe to their text messaging, follow them on Twitter and be one of their Facebook fans.

The success of pop-up restaurants is largely based on social media and its ability to reach customers directly and in real time. For example, the Kogi truck (kogibbq) moves his Mexican-Korean specialties throughout Los Angeles. It was through Twitter that nearly 50,000 fans know where to find them.

L'Anima, a London restaurant, provides a good example of crowdsourcing (see also: Crowdsourcing, an emerging phenomenon), having used the Internet to develop its wine. The restaurant had already organized a tasting with six sommeliers recognized, but they do not agree on the best choice. It was then that customer would come in and voted for their favorite wines, presented in videos by experts. In addition, a competition was attached to the event for individuals who spoke about the experience on Twitter.

Social media is a good channel to promote customer loyalty and chain. Starwood uses precisely for its loyalty program Starwood Preferred Guest (SPG). The company has developed a suite of applications for Twitter, Facebook and iPhone to communicate, share information, photos, etc.

Uses can be diverse, but it is important to keep in mind the notion of utility for the customer.

The success of your social media use, that is to say the creation of an active community around your business, take time and a strong commitment on your part. In addition, the results will not necessarily feel overnight. But for a reasonable cost, the benefits of a good presence on social networks can be amazing!
source : http://veilletourisme.ca/2010/02/02/hotels-et-restaurants-2-0-conseils-pratiques-pour-tirer-profit-des-reseaux-sociaux/

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FAMILY TOURISM

In recent decades, the family situation has changed. When it comes to family holidays, certain requirements related to children, including a swimming pool at the hotel, remain essential. However, the arrival at the head of young families parents from Generation X, who had their children much later, affects domestic tourism demand, especially because this new generation of parents values ​​and different concerns. 

FAMILIES LOOKING BUSINESS INTEREST AND ADEQUATE SERVICES 

A recent analysis of the Shell Group Hospitality, manager of a dozen complex family resorts in the United States and Canada, the three main factors of influence in the decision to vacation in a family are: 

The destination: it must allow quick and easy access to a variety of family activities and entertainment (theme parks, animated attractions, beaches, ski center, etc.) or be in the vicinity of the residence of the parents or friends. 

Room: The room should be spacious to allow each member of a large family to go relax at ease. Families enjoy more features like the kitchen, video games and Internet connections corner. 

Services of the hotel: naturally, the pool remains the single most sought after. However, playrooms or exercise would also provide benefits. Finally, the ability to book adjoining rooms is paramount when the group meets more than one family, teens want their own room or grandparents joined the group. 

A study by the Travel Industry Association of America (TIA) confirms that children's programs are very popular with families. Special menus for children (41%) and hotel discounts for families (30%) are the most sought after benefits, while the supply of toys and video games (22%), supervised activities (13% ) and babysitting services (6%) are also sought after by families. 

While on average 60% of families use this service during the holidays, parents X seem more inclined to use them, because 71% of 35-44 year olds use the children's programs. This is the highest proportion among all people traveling with children. 

WHO ARE THE PARENTS X? 

Generation X includes people born from 1965 to 1980 While the older generation that just reached their forties, they are very often parents of young children. 

In Canada, it is estimated that only 17% of them had their first child before the age of 25, while the figure was 29% among boomers. In 2002, 4 out of 10 children are born to parents aged 30 to 39 years, compared to 34% in 1991 and 24% in 1981. 

THE WORK-LIFE BALANCE AND SEARCH THE RACE AGAINST TIME 

For Gen X, happiness, it is primarily the work-family balance. Indeed, 80% of parents from this generation would like to have more time to spend with their family while on average they already spend more time than their parents did. (See also: Generation X against attack!) 

SHORTER STAYS AND MORE FREQUENT 

A survey of the American website "thefamilytravelfiles" conducted in the spring of 2005, reveals that family stays respect the trend that we leave more often but for shorter periods. Indeed, 35% of respondents who took a family vacation said they had done twice during the year, while 35% did so three times or more. 

The start frequency affects the duration of family holiday: 75% of them last less than a week, of which 35% are getaways 2 to 5 days. 

Torn between their personal needs, their desire for time with the spouse and the priority given to the family, "parents X", thus generating a new family tourism demand. Travel, as many leisure and business while remaining necessary for the development of the couple and staff respite, become privileged moments to get close to children. 

BE SENSITIVE TO BE FAMILY FAMILY VS 

While it has long been limited to the notion of travel for children, the new family travel is now defined as a trip with the kids. The distinction is important for businesses that need to be sensitive to the needs of parents as well as those of children. 

Companies traditional family vocation, such as theme parks or zoos, also need to pay heed to the experience that the parents live, so that the visit becomes a pleasant one for each family member. 

Furthermore, in order to meet these multiple aspirations, some tourism businesses, whose clients are mostly adult, took the gamble of offering new services to show that, opting to stay in their business, everyone (including children ) can fully enjoy their vacation. 

Last December, Air Transat Kids Club opened its (2-11 years) offers a series of services and benefits (priority boarding, games kit, special meals, etc.) to make the most enjoyable holiday for the whole family. Currently, 6% of Transat Holidays are children. 

The resorts sun destinations were among the first to develop services kids club to provide parents with a family vacation experience combining cleverly presence of children and moments of individual freedom. Club Med remains a leader in this type of approach, even to segment the services offered to children of different ages: Baby Club (4-23 months), Petit Club (2-3 years), Mini Club (4-10 years) and the new Junior's Club for teenagers (11-17 years). 

The major cruise lines soon followed this model in order to attract domestic customers. By providing the right facilities (family cabin) and adequate services (children's entertainment, water park, arcade, etc.), the cruise itself as a vacation solution that promises to find each of his account there. And it works: In 2005, of the 3.3 million passengers handled by Carnival Cruise, 525,000 were children. 

In Quebec, we have recently seen the emergence of family-friendly from spas initiatives, charming inns or business hotels that have decided to provide special care for children, child care , space games or camps with facilitators or suites "families" specially designed for the comfort of children and parents, areas supervised games for children and adults. 

In conclusion, in the era of Generation X parents, family tourism are therefore defined solely by the preferences of children; Parents also claim theirs!

source : http://veilletourisme.ca/2006/03/13/le-tourisme-familial-et-les-%C2%AB-parents-x-%C2%BB/

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IF YOU ARE INTERESTED IN MEDICAL TOURISM: SOME COPING STRATEGIES OF ACCOMMODATION

Some hotels or resorts have turned to medical tourism because of its development potential. However, serve these clients requires some changes in regards to the physical development of accommodation facilities and training personnel. Beyond health care quality in the chosen destination, what is the optimal mix of facilities and services before and after an operation for the medical tourist? 

A GROWING MARKET 

The concept of medical tourism has existed for several years, but is only beginning to take the true measure because of the costs of health care continue to rise in the United States. According to the last census, 47 million Americans have no health insurance and 120 million are not fully insured (see also: Medical Tourism: Opportunities and controversies). Furthermore, a study by the consulting firm Deloitte expects 6 million Americans receive medical treatment abroad in 2010 and 10 million in 2012. 

PHYSICAL DEVELOPMENT OF ROOMS 

Although the hotel facilities are part of the usual traveler's experience, how they will be evaluated by the potential medical tourist may be strongly influenced by the type of treatment he should receive. Among the factors to be taken into consideration, it is believed, among other things, the physical layout of rooms and places as well as the staff's ability to understand the needs of the customer. 

The adaptation of the rooms is based on two basic principles: the medical tourist recovering 1) has a good chance to spend another client more time in his room; 2) will probably have less energy and perhaps some physical limitations. Some of the possible changes inexpensively. 

Give more isolated in the facility or on a floor dedicated to this client rooms. 

Install some technological tools such as a panic button to call for help if needed and a universal remote bedside customer allowing it to open or close the curtains to the TV or DVD player and run adjust the light in the room. There are also more sophisticated technological systems that adjust the thermostat or create ambient sounds - sound waves, rain, birds, music - that can improve sleep convalescents. 

Choose carpet and curtains as decorative elements rather than tiles or components, since they reduce outside noise by 70% to 90%. 

Offer wireless Internet to allow the use of a laptop directly from the bed 

Install the phone on the bedside table so that it is easily accessible from the bed 

Provide a "separate" for an attendant bed. 

Arrange furniture so as to allow free movement in a wheelchair. 

Install adjustable in closets so you can quickly put them at the right height for a wheelchair shelves. 

Install in the shower and handheld shower and a seat in the event that the customer has to keep certain parts of his body out of the water or just want to sit down to rest. The installation of a telephone in the bathroom adds the ability to call to get help if needed, in case of a fall, for example. 

Use tempered glass shelves to allow disabled people to see the content below. 

Add, if possible, additional electrical outlets to plug in medical devices. 

DEVELOPMENT OF PLAY 

More and more hotels are suitable for people with physical disabilities. If it does not, it is essential to consider reducing barriers in and around the facility to accommodate medical tourists. For example, a small hotel or a bed without a lift must necessarily accommodate his convalescent the ground floor or first floor. Also, if the ramps are needed by people in wheelchairs, they are more difficult to cross than the stairs to those with balance difficulties; rather, provide both. 

CHANGES TO SERVICES 

Some changes to the services offered by the hotel establishments involve personnel while others are minor adjustments to standard procedures. Here are a few: 

recording chamber to avoid waiting at the reception; 

use a private entrance for privacy; 

programming o'clock maintenance of the room that does not disturb the rest hours of the customer; 

offer a shopping service; 

transportation service (which can also accommodate a wheelchair) to the hospital and from it; 

room service round the clock; 

the expertise of a dietitian to facilitate compliance with prescribed diets and developing healthy menus; 

the services of a private nurse by means of a subcontractor (third party). 

Some of these considerations raise the need to coordinate services, as is the case when holding business meetings in the hotel. This coordination may even extend outside the hotel. Indeed, medical tourism, especially during his convalescence, must rely on the professionalism and expertise of a variety of professionals, such as carriers, nurses, therapists, pharmacists, as well as the support of the superintendent the establishment. Locate all these service in a foreign city can be exhausting for any traveler, let alone one who suffers the physical and emotional hardships associated with recent surgery. Such support is invaluable to the medical tourist, as it greatly reduces stress. 

Coordination of the various services offered to medical tourists can become a source of additional revenue for the hotel, in the same way as a business center is for business tourists. The coordinator develops expertise, maintains the contacts needed to serve customers and ensure that all services are coordinated effectively, both for the customer at the hotel. It becomes a powerful marketing tool for the hotel. 

ALL INCLUSIVE RATES 

Tourists who travel for medical care are very concerned about the price. For Americans, can be added the uncertainty of the final cost. As anesthetists, doctors, hospitals, drugs and other services are billed separately, the final price may vary considerably from the initial estimate. Many foreign hospitals responded to this uncertainty by offering all inclusive fares. Hoteliers interested in medical customers should follow this example. The all-inclusive package allows the hotelier to increase revenues by offering a variety of support services that the client will use, or not. For example, the price may include support concierge "medical", visits to spas, ground transportation, maybe even one or two tourism activities. For the medical tourist, this package eliminates fears the final cost and assures him that if he wants a particular service, there will be access. 

Several hotels around the world have already made ​​the switch in alliance with the clinics or hospitals to provide post-operative recovery rooms. In Quebec, the Montreal clinic Omnium-Santé is associated with the Hyatt Regency and offers a "complete checkup" package to American customers and tourists from Quebec to Montreal. Will you take advantage of this growing customer base?

source : http://veilletourisme.ca/2010/04/09/si-le-tourisme-medical-vous-interesse-quelques-strategies-d%E2%80%99adaptation-de-l%E2%80%99hebergement/

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TOURISM YOUTH: A WORLD APART!

Familiar with the concept of experience, looking for excitement and learning, explorers from other cultures and new enthusiasts, young people are a very different segment of the others. Because they represent the future market, they are traveling more and more, they are interested in non-traditional destinations and they offer considerable benefits to the industry, are a promising young customers! 

TOURISM YOUTH IS WHAT? 

Up to what age is it young? The Canadian Tourism Commission (CTC) is especially interested in people aged 15 to 26 years, but the range is very flexible. In Australia and New Zealand, it is for 15 to 30 years, in Spain the age of 25 while in Germany, the segment is expanded to 15 to 34 years. Basically, we are talking about teenagers and young adults. The World Youth Student and Educationnal (WYSE) Travel Confederation is interested in youth tourism that results in travel: 

performed independently over a period of less than one year; 

made by people 16 to 29 years; 

who are motivated, in whole or in part, by the desire to experience other cultures, to enrich their life experience or benefit from formal and informal learning opportunities. 

According to 2008 data from the WYSE Travel Confederation, there is a segment registering strong growth. It constitutes 20% of total international arrivals (160 million visitors) and generates 136 billion American dollars per year. Travelers backpack travelers and gap, those who choose to terminate their usual activities and go on a trip for several months (see also: "Gap Year Travel" can we better exploit this niche stay longer? and therefore spend more than the average tourist. WYSE estimated that about 70% of young travelers looking to enrich their lives through education, learning a language, work, volunteering and better knowledge of various cultures. These young people are also usually sensitive to issues related to sustainable development. 

TRAVEL IN CANADA 

The youth market is not part of the target groups of the CTC for now. However, the CTC evaluates this possibility in its 2017 marketing strategy and has compiled information on this segment. The following table shows the origin of the young overseas travel in the country. The UK, France and Germany are the largest emitters (other than the United States) of young tourists in Canada. Although recorded significant decreases between 2008 and 2009 for several markets, a more encouraging picture we see among young Germans, Australians and Indians. Recall that 2009 was strongly affected by the global economic crisis. 

THE FACEBOOK GENERATION 

Mr. Axel Dammler of iconkids & Youth International Research GmbH engages young people in the Facebook generation social network because it is part of their lifestyle. It qualifies as follows: 

they are very individualistic; 

they are comfortable with marketing and are not fooled; 

they are looking for instant gratification, pleasure; 

they represent a more heterogeneous than ever market; 

they appreciate the balance between their comfort zone and novelty; 

they are connected. 

Internet is the ideal medium for reach, mainly through social networks. According to data from Föste Mr. Ruf Jugendreisen, a German wholesaler specializing in travel for young people, 93% of 14-29 years go online every day, while only 21% of them read newspapers daily

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WI-FI, A CONCERN FOR ALL HOTELKEEPERS

Customers no longer simply choose a hotel for free breakfast or parking, or for the size of the room, but also for the internet, they want free, fast and functional. More and more institutions are trying to meet this demand, but it is a real challenge!

PRACTICES UNDER DIFFERENT HOTELS
64% of the establishments owned hotel chains offer a free Wi-Fi between March 2012 and April 2013
According to the 2013 report of HotelChatter Web magazine, 64% of establishments belonging to hotel chains offer a free Wi-Fi between March 2012 and April 2013, at least in the main hall. The magazine has made an infographic showing big banners where wireless Internet is free and those with fees varying between 10 and 15 dollars are charged to the customer.

Generally, budget hotels and mid-range are more likely to offer free Wi-Fi. This decision is rooted in their differentiation strategies and price that are to be included in the room rate services such as breakfast, phone calls or Wi-Fi. Conversely, institutions luxury and upscale adopt the principle of "everything is available at a cost." According to the American Hotel & Lodging Association, over 75% of them were charging a fee for Wi-Fi in the rooms in 2012, compared to 23% for all hotels in the United States (see also: Hotels did they follow the techno wave?).

WI-FI: FREE SERVICE AND FUNCTIONAL REQUIRED!
Wi-Fi has become one of the main criteria for choosing a hotel for travelers
Internet access in hotels is often a source of dissatisfaction for the customer who complains about the cost, insufficient flow or difficulty connecting. The polls also confirm that the Wi-Fi has become one of the main criteria for choosing a hotel for travelers.

According to an American survey carried out in 2012 Hotels.com, a free wireless network for the potential customer is the most important service when it comes to selecting a business (38% of respondents), followed by grandson lunch (25%) and parking (18%) free. A survey conducted in 2013 by InterContinental Hotels Group adds, revealing that 43% of travelers refuse to stay in a hotel that does not offer free internet access.

However, it is not sufficient for the establishment to offer this service for free to make the customer happy. According Satisfaction Index 2013 North American Hotel Guest, directed by JD Power and Associates, Internet connectivity and speed were the cause of discontent 31% of those who had experienced a problem during their stay.

PROVIDE FREE WI-FI, YES BUT ITS LIMITED ACCESS
Between offering the Wi-Fi and get paid at all, there are some intermediate solutions
Between offering the Wi-Fi and get paid at all, there are some intermediate solutions. Several chains have chosen to give free access only to members of their loyalty program, and that, upon accession, as is the case of Omni Hotels, Fairmont and InterContinental Hotels Group soon. Some institutions also offer this service to customers who book directly with them; This innovative practice is an incentive that can enable them to reduce their dependence on travel agents online.

Some offer free access for a limited period throughout the property, while others limit it to certain areas, such as the main lobby or business center. This year, it has become a standard for the Marriott chain, which offers Wi-Fi in the lobby of its 500 hotels, for guests and visitors alike.

SOME TECHNICAL ELEMENTS TO IMPROVE SERVICE
Bandwidth, which is shared by all users connected to the network, allows the transfer of data. More customers are many online more data download is slow, hence the need for institutions to increase the flow to provide better service. Thus, some welcoming multiple conference hotels are choosing to increase their bandwidth as customers are likely to connect to the network. Conversely, a family hotel with a few rooms to satisfy a reduced rate.

Finally, the trend of multi-screen, the consumer logs from multiple media (laptop, tablet, mobile phone, etc.), press the hotel to improve its network and increase the number of access points. Indeed, tablets and mobile phones pick up the Wi-Fi signal in a much narrower range than a laptop.

IMPROVING SERVICE TO JUSTIFY THE COSTS
In general, in a hotel that offers free Wi-Fi, the bandwidth in a room is 1 Mbit / s, which allows customers to check e-mail and surf on websites and social networks. Where charges are applied to Internet use, the rate may increase from 2 to 5 Mbit / s, making possible downloads of pictures, videos and music, as well as discussions on Skype.

During a webinar hosted by Hospitality Financial and Technology Professionals, Shawn Tsetsilas, Cellular Specialties, suggested hoteliers to reduce the cost of access Wi-Fi at an amount between one and five American dollars, but to charge the customer depending on the amount of data transferred. This UBB however implies better quality of service, the customer is more willing to pay for a functional network. Conversely, the hotel should be aware that a free service of poor quality can be more damaging than if you had to pay.

The digital experience is gradually becoming an integral part of the journey, and at the time of the transformation of public space in the wireless access area (hotspot), Wi-Fi has become the norm. Hoteliers are they all able to follow this trend?

source ; http://veilletourisme.ca/2013/11/11/le-wi-fi-une-preoccupation-pour-tous-les-hoteliers/

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14 THE TOURISM TRENDS FOR 2014

Following the conference on 13 travel trends of 2013, Paul Arseneault, the Transat Chair in Tourism at ESG UQAM, and Pierre Bellerose, Tourisme Montreal recidivate for a second year in connection with tourist Gueuletons this time accompanied by two french actors, Jean-Luc and Pierre Boulin Eloy, editors blog etourisme.info. With their sharp sense of observation and experience in the field, these four speakers identified 14 travel trends that will mark 2014.

1 ACCELERATING GROWTH FOR THE URBAN TOURISM
The tourist epicenter becomes urban. Tourism growth of large cities primarily due to better accessibility, due to massive investments in airports in recent years. According to the World Tourism Organization, this phenomenon is visible for five years and will accelerate in 2014 This trend arises the possibility for regions to take advantage of the tourist flows; large cities create business alliances with each other to maximize the benefits and even become hubs (hubs) to the surrounding territories.

CONCENTRATION 2 / FUSION / ALLIANCE - THE SLOGAN FOR ATTRACTIONS AND EVENTS
The Society of celebrations marking the 375th anniversary of Montreal and merging McCord Stewart and museums illustrate the trend towards concentration rather than multiplication. Centralize the management of events and attractions under a common entity is a strategy that saves power but also relevant to the visitor. This is a new way to see the future of the attractions and events.

3 retailtainment (TRADE AND ENTERTAINMENT)
Faced with the exponential growth of online commerce, traditional malls lose attractiveness. Indeed, they do not provide as much added value to the consumer, who may be sent home after placing an order online. They must therefore reinvent itself, to support a visitor experience and entertain. In the United States, some centers resemble increasingly the tourism industry; adding a range of entertainment, and they become places of recreation. We even see textile brands like Urban Outfitters and Quicksilver develop hotel brands to match shopping and sightseeing trip.

4 THE PEOPLE, THEIR SPONSORS COMMUNITY
Management agencies of the destination (OGD) rely increasingly on people to promote their destination. We find this fundamental shift in crowdfunding, crowdsourcing and crowdlearning. The latter concept is transposed in tourism by residents who visit their living environment to visitors, such as community greeters. The mixture of all these concepts suggests a new form of tourism organization, crowdtourism, where interactions between community members and visitors are everywhere. Thus, DMOs and tourism businesses will have a mediating role and organization of this meeting.

5 THE UNPREDICTABLE NATURE TOURISM AMERICAN
Expected appreciation of the dollar in 2014, economic recovery in the United States, lowering the cost of air transportation for all of North America, due to the merger between American Airlines and US Airways ... these are all movements and macroeconomic signals that herald a return Americans to Canada and Quebec in 2014 will this be sufficient to reverse the trend?

6 TOURISM LGBT LESS AND LESS GAY AND LESS AND LESS GAY ...
Today, the behaviors of LGBT customers are closer and more than the average traveler. It abandons some neighborhoods and attractions specifically "gay" and is open to outside the major cities. In 2014, the movements of these tourists will be increasingly difficult to analyze and interpret. Tourism professionals should however not lose sight of them because it is a significant tourism benefits to the customer.

7 2014: YEAR OF THE FORWARD
Companies can no longer afford to be reactive, they now have to play the card of immediacy, which is more difficult to manage. The customer does not want to waste the time and expect to be served quickly and efficiently. Digital technology behind these expectations, is also the solution to respond. Large companies are to evolve their tools instant conversation on social media by replacing their automation by real people. They understand the importance of humanizing relationships with their customers.

8-MIGRATION NEWS
This phenomenon comes from the fusion of two trends: mobility and redefining the tourist. It is most simply will reason akin tourism a long journey, but by also considering it as a hobby proximity or "closeness" tourism. Must we always work in silos and separate the tourists visitors and those who practice entertainment? A change is required from the industry.

9 CONNECT SKILLS
The era of multitasking and general is over. Tourism businesses must both be surrounded by specialists (eg formed for the Web or social media) and break down barriers between functions of marketing, research, sales and development so that all employees can participate in the projects. In addition, there is the importance of tourism training and professionalization of these trades. In France, some new jobs are created, the digital animator territory and reporter of territory, for example.

10-SHOCK BETWEEN LOCAL PRODUCTS IN GLOBALIZATION AND RESTORATION
The growing demand for responsible tourism also affects the restaurant industry. Besides the quality of the food, consumers are demanding a guarantee of the origin of products and wish to consume "local". This finding is a real challenge for a destination, which must stand while meeting quality standards sought by international customers.

11-NEW CHALLENGES TO BE HOTEL
Customer behavior has changed: it became independent, reserve your room on-line travel agency and may be without the services of the hotel; what to look for all is a room. The solution may lie in the hyperpersonnalisation product. The Best Western chain and Carlson Rezidor Hotel exploit this vein displaying the 360 degree views of each of their rooms on Google Street View. In some Accor hotels, the decor of the reception is individualized, it is the standardization of differentiation.

12-TRIPADVISOR, AIRBNB AND TRAVEL AGENCIES ONLINE reinvent
The strength of the major travel companies online such as TripAdvisor, Airbnb and Expedia is to continually reinvent itself. They prefer and are changing the customer online through a listening experience, agility and adaptability copies. It is very difficult to compete with these giants of the Web, but it is still possible to use them to his advantage ...

13-DARK SIDE OF immediacy and TRANSPARENCY
Despite all the benefits of social media for customer relationship, they can turn against the company. We discover the dark side of transparency and a form of digital terrorism identified by the term "Web Far." The possibility of harm is accessible to all. The provider must therefore be increasingly watchman online reputation. However, do it not fall into the trap of paying more attention to the negative reviews than positive reviews.

14-ECONOMY WILL COLLABORATIVE PART OF TOURISM ECONOMY
Very important trend in 2013, the collaborative economy will continue to exist in 2014, the tourism industry will not be able to hunt, the client has passed, and now need to learn to live with and integrate or adapt the model so that it coexists with all stakeholders.

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Tourism in the World

"Tourism has become a cultural phenomenon ... The scale he gained did spend a limited elite pleasure to the general level of social and economic life plan '(UNWTO General Assembly in Manila , 1980)

The World Tourism in 2000 increased by 7.4%, which was its highest growth rate over the decade and almost double the 1999 In 2000 60 million international trips were made more, equivalent the number of tourists that a country such as Spain or the United States receives in a year. The total number of international arrivals reached a record $ 697 million. During that year the receipts from international tourism reached 476 billion euros, an increase of 4.5% from the year 1999 all regions of the world have welcomed more tourists 2000.La growth has been particularly rapid in Asia Pacific is (up 14.5% to 14 million tourists more than in 1999). Europe (58% of international tourism) grew by 6.2% to 403 million arrivals (25 million more than in 1999).

In 2001 the growth of international tourism, which seemed strong, it jammed and international arrivals fell by 1.3% due to the combined effect of the terrorist attacks of September 11, 2001 and the economic slowdown in major source markets for tourism. The international tourist arrivals totaled 689 million in 2001contre 697 million in 2000 According to UNWTO for the entire world during the first eight months of 2001, from January to August, arrivals increased by 3% on average, a slowdown of more than 1 point compared to the average annual growth of 4.3% that had characterized the last decade. The last four months of 2001 saw a drop of more than 11% of arrivals throughout the world and significant decreases in all regions: Africa (- 3.5%), the Americas (- 24%), Asia East - Pacific (- 10%), South Asia (- 24%), Europe (- 6%) and Middle East (- 30%). Other events have had a negative effect on tourism: The strength of the American dollar, which contributed to a 2.5% decline in arrivals in the country for the first nine months of 2001, the Israeli-Palestinian conflict that has affected the whole of tourism in the Middle East and the Argentine economic crisis that has affected the tourism industry in neighboring countries.

After three years of stagnant tourism recorded a spectacular rebound from 2004, during which year the number of international tourist arrivals grew by 10% compared to 2003 which proved a particularly difficult year because SARS, the war in Iraq and economic sluggishness. The Asia Pacific was one for which growth was highest (29%). In America the international tourist arrivals grew by 10% from North America 2003. On the number of tourists, which continued to fall since 2001, increased by 9% compared to the number 2003.Cependant arrivals (85 million) remained very en- below the 91 million recorded for 2000 in Central America and South America all major destinations announced strong growth (+17% and +15% respectively). Africa and the Middle East recorded growth estimated at 5% and 20% .In Africa 2004 was particularly favorable for destinations located in the northern part of the continent with an increase of 17%, while destinations in the sub-Saharan part did not record an increase of 1%. Throughout the Middle East tourism remains a very dynamic activity; with 35 million arrivals in 2004, the region became the fourth region in the world in number of visitors. In 2004 Europe was the region that recorded the least satisfactory results. European traffic grew by only 4% in 2004 and Western Europe the number of tourists has increased only 2.3% .It seems that destinations "classic" in the euro zone have suffered from competition from destinations located in North Africa and the Middle East, but also in Asia Pacific and the Americas.

"There is a saying that poplars can not go up to heaven. Growth of world tourism can not be indefinite. Moreover, it is difficult to watch (...) away (...) because, in the words Keynes, "in the long run we are all dead." For the next ten years, the conditions for further expansion appear gathered. rhythm of it still leaves room for a wide margin of uncertainty "(FRANGIALLI F. , 1991.- France in world tourism, Oxford ed., p. 23)

The year 2007 exceeded expectations with international tourist arrivals reaching - 898 million - an increase of 6% in 2007 compared to 2006 results confirm both the recent period of sustained growth and resilience of the sector to external factors. This growth is supported by the strength of the global economy for over two decades, experiencing its longest period of sustained growth.

"The growth of the economy and the tourism is driven by emerging markets and developing economies. If the long-established markets remain the leading destinations in the world, the faster growth of new markets confirms UNWTO's main message which is to emphasize the potential of tourism to developing countries, "said the Secretary-General the World Tourism Organization, Francesco Frangialli.

Of the 52 million additional arrivals around the world, Europe received some 19 million and Asia-Pacific, 17 million. The Americas earn about 6,000,000, 3,000,000 and Africa Middle East 5000000.

The different parts of the world record all growth above the long term average, the Middle East spearheading the ranking (13%), followed by Asia Pacific (10%), Africa (8% ), the Americas (5%) and Europe (4%).

The Middle East totaled 46 million international tourist arrivals and continues to be a tourist successes of the decade so far and, despite ongoing tensions and threats. This area is becoming a solid destination, visitor numbers are increasing much faster than the world total. In 2007, Saudi Arabia and Egypt were among the main destinations in terms of growth.

Against the backdrop of strong growth exceeding 7% per year since 2000, Asia-Pacific, which also boosts international tourism, attracted 185 million visitors. While Japan (+14%) starts as a destination, Malaysia (20%), Cambodia (19%), Vietnam (16%), Indonesia (15%), India (13%) and China (10%) continue to improve their growth rates.

With an estimated total of 44 million international travelers, Africa still has the wind in its sails as it continues to grow in 2006 and that since 2000, average annual growth of 7%. In 2007, North Africa (8%) appears to have been slightly better than sub-Saharan Africa (7%) results, mainly due to the 14% growth of Morocco. While several countries in SSA submit good results, the presence of the South African market continues to affirm because of the publicity surrounding the host country for the FIFA World Cup FIFA in 2010.

The Americas regain their vigor and more than doubled their growth rate was 2% in 2006, this is due to the recovery of the inbound tourism market in the United States (10%) and the very good results destinations in Central America and South America favored by the strong euro and the regular tourist flows from the United States.

Europe, the largest destination region in the world with over 50% of all international tourist arrivals, in 2007 recorded a higher than average growth and reached a total of 480 million tourists. Destinations such as Turkey (18%), Greece (12%) and Portugal (10%) or Italy and Switzerland (both 7%) are proof of the positive impact of the persistent recovery of economy of the region in 2007.

In 2008, the number of international tourist arrivals totaled 925 million, which represents 17 million arrivals over 2007 and an increase of 2%. Tourism demand has declined significantly during the year due to the extreme instability of the world economy (financial crisis, increases in raw materials and oil, sharp fluctuations in exchange rates), which resulted in a loss of confidence among consumers and businesses and the global economic downturn we are currently experiencing. The growth in tourism has seen a halt in the second half of 2008, with a slight decline in international tourist arrivals, this trend to continue in 2009.
In 2009 international tourist arrivals worldwide fell 4.3% in 2009 to $ 880 million. "The global economic crisis, to which is added the uncertainty of the influenza A (H1N1), made ​​2009 one of the most difficult years the tourism sector," said the Secretary-General UNWTO, Taleb Rifai. Europe has struggled. Tourist arrivals fell there by 6% in 2009, after a particularly difficult first half (- 10%). Destinations in Central & Eastern Europe and North were particularly affected, Western Europe, Southern Mediterranean and with relatively better results. In 2009, one of the European countries most affected by the crisis of global tourism has been Spain, which recorded a 8.9% drop in tourist arrivals (52 million tourists), the largest decline on record in twelve years. The year 2009 would have been even worse for the Spanish tourism had he not been rescued by domestic tourism which partially offset the heavy losses of foreign tourists. The American continent was down 5% arrived, but growth resumed in the Caribbean over the last four months of 2009 Asia-Pacific (-2%) were restarted dramatically. While arrivals declined by 7% between January and June 2009, a growth of 3% was observed in the second half, which reflects the improved performance and economic outlook of the region. Africa (5%) had good results, especially sub-Saharan destinations.

Global tourism recovered strongly in 2010 with a 6.7% increase in international tourist arrivals (The details of the UNWTO forecast a growth of 5 to 6%), 935 million (against 920 arrivals 930 million originally planned. International tourism has surpassed its pre-crisis figures (913 million in 2008). Asia was the first region to recover with 204 million arrivals (an increase of 13%). Africa which was the only area in the green in 2008, an increase of 6%. Middle East grew by 14%, the Americas and Europe 8% 3%. tourism has benefited "mega-events". the Shanghai World Expo, the World Cup in South Africa, the winter Olympics in Canada and the Commonwealth Games in India "once again showed that tourism is very resistant "industry (Taleb Rifai, January 2011).

World tourism continued to recover in 2011, with a 4.4% increase in tourist arrivals (980 million tourists), but the pace is expected to slow in 2012 in a sluggish economy according to the World Tourism Organization (WTO). This growth is in the forecast range of WTO, which called for an increase of 4 to 5%. The year 2011 seemed more mixed: while Europe saw a 6% increase with 503 million tourists, much better than in 2010 (3%), Africa has not experienced any growth, 50 million visitors, against 6% in 2010 the increase of two million tourists destinations in sub-Saharan Africa (+7%) was offset by the losses in North Africa (-12%), which had instead of many popular uprisings of the "Arab Spring" in 2011 for the same purpose Middle East region, which has seen its number of visitors melt 8%, 5 million tourists in less, then he jumped 14 % a year earlier. Asia-Pacific, she suffered from the earthquake and tsunami that struck Japan in March: growth of 6% is two times lower than in 2010 (13%). Finally, the Americas also stalled, with only 4% more tourists, two times less than in 2010 (8%).

In 2012, while we expect the general economic downturn, tourism growth is expected to continue at a somewhat slower pace of 3 to 4%, according to forecasts by the World Tourism Organization If this range is reached, international tourist arrivals are likely to cross the billion mark sometime in 2012.

And tomorrow?

"What the future holds Who would have predicted, there fifty years, any tourist posterity to inaccessible gorges or ice climbing. Our descendants will spend their days in the trees. They attend assiduously swamps? With they wander in the mangroves? they totally forsake their environment to come together in artificial bubbles. will they go on other planets or they seek to enjoy weightlessness in any resort floating in space? will practice -they "virtual tourism" (Dewailly, 1997). Will Buy-tourist souvenirs that they will place in their brains, as Doug Quaid, the hero of sci-fi "Total Recall" by Paul Verhoeven? no doubt tourism practices are not static and will evolve significantly, which will result in changing the location of tourism "(STOCK M. (Coordination), 2003.- Tourism. Actors, places and issues, Paris Belin edict., coll. Belin sup. Geography, Licence- IUT, 304 p., P.107

Source : http://geotourweb.com/nouvelle_page_2.htm

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