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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Little touches to win the heart of your customers

It is often said that it is the little things that make all the difference. Grocery delivery to the room, pillow menu, free bikes and training equipment, concierge sunscreen, hotels around the world have shown great creativity in order to provide their customers with care special, special or value-added services to improve their experience attentions. These added values ​​favor the wow effect and ensure that the customer experience going from good to unforgettable!

One way to win the heart of customers is through the stomach. Double Tree Hotels chain offers each guest upon arrival, a chocolate chip cookie fresh out of the oven. Launched in 1987, this initiative has grown in stature and has become one of the trademarks of the chain. Today, more than 10 million cookies were distributed among 200 hotels worldwide.

Source: DoubleTree by Hilton
To the delight of children

Who says happy children, happy parents said. Grand Del Mar in California, it offers parents of newborns a gift box containing toiletries for baby and a door hanger stating: Quiet Please, Baby Sleeping. Small aged three to eight years in turn receive a toy, and a bathrobe and socks, while adolescents are being offered a coupon for an ice cream at the hotel cafe.

At Hotel Monaco Seattle, several initiatives have been put forward to the delight of parents and children. Upon arrival at the hotel, receive a small gift from a treasure chest full of toys, and a jar with a goldfish they can keep in the room for the duration of their stay. A delivery of cookies and milk is also performed in the evening, in addition to meeting a magician entertainment company, while parents participate in the wine tasting, courtesy of the hotel.
For your comfort is assured by the pool

Many hotels offer products and services around the pool in order to enhance the experience. In Miami, the Four Seasons Resort is lending Kindle Touch (eBook) for playing pool. Four Seasons Resort Lanai ManeleBay, the attendant at the pool distributes to customers fresh towels and ice water. At the Ritz-Carlton South Beach, services at the pool include tasting smoothies. On weekends, a butler walks on the terrace and to spray sunscreen clients or water spray.
Programs to ask for more

Because customer satisfaction also means a good night's sleep, many hotels are trying to improve it by offering specialized programs. In all W Hotels, customers can choose their type of pillow in a specially designed menu for this purpose, according to their sleep habits and preferences. At Lorien Hotel and Spa in Alexandria, Virginia, in addition to the pillow menu, the menu dream offering different products and services that can help improve sleep: humidifier, fan, heating pads, ear plugs, teddy plush or library of stories. Sleep aromatherapy kit designer Kerstin Florian is also part of choices.
Bikes and outdoor equipment

It can sometimes be cumbersome to carry his bike or outdoor equipment while traveling. In the 64 properties of Fairmont Hotels & Resorts chain, it provides bicycles, water bottles, locks and helmets for guests exploring the area. At the Four Seasons in Santa Barbara, we graciously offers beach bikes to customers. Mauna Lani Bay Hotel & Bungalows in Hawaii, equipment for snorkeling can be borrowed free of charge for the day, while at Larkspur Hotel in North Carolina, we offer equipment for hiking guests exploring the park national Mt. Tamalpais near the hotel.
For clients to keep their shape

Keeping in shape is a priority for many. A growing number of hotels offer guests free drive assemblies delivered directly to their room. For example, the Omni hotel chain has created Get Fit Kits, which include dumbbells, a mat, a rubber band and an exercise booklet, all accompanied by a chilled water bottle.
Grocery delivery to the room

Residence Inn hotels have chosen to offer their customers a long business trip service grocery delivery. Sometimes tired of eating at the restaurant, travelers may well find a fully stocked fridge on arrival.

There are many possibilities as to the little touches that can be offered in hotels. Now it's your turn to juggle them and unleash your creativity.

source : http://veilletourisme.ca/2012/11/26/des-petites-attentions-pour-gagner-le-coeur-de-vos-clients/

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SENIORS ARE REALLY DIFFERENT FROM OTHER TOURISTS?

Rightly, the tourism industry is closely monitoring market developments "baby boomers." Now this population ages and ranks gradually in the family of "seniors", which are of undeniable interest; but you have to know how to woo. For this, we must first ask whether older clients adopt a particular behavior. But we quickly realized that they do not form a monolithic block and some segments are more attractive target than others.

WHY LEARN ABOUT SENIOR MARKET?
Demography is one of the few variables that can be plotted fairly reliable prospects. Here are some things to consider about the senior market (50 +):

every 8.4 seconds in the United States, a baby boomer becomes a senior;
a person born in 1950 will live 20 years longer than one born in 1900;
in 2025, 63 million Americans will be over 65 years;
Florida has the highest concentration of people over 65 years and this will continue until 2025;
in France, more than 16 million people, or 30% of the population will be aged over 60 by 2025;
given current demographic trends, it will identify soon more grandparents than young;
On average, seniors spend more than any other segment of the population for many consumer products, including travel;
in 2001, already more than half of Americans aged 50 to 64 were "connected" on the Internet.
William S. Reece, from West Virginia University, has studied the clientele of senior citizens in individually assessing sociodemographic variables may produce an impact, negative or positive, on the propensity to travel (Figure 1). He directed the exercise for a sample of American seniors tourists, whose average age was equivalent to 69 and another group whose average age was 40 years.

What we must understand is that variables have, to varying degrees, affect the propensity to travel the elderly. The study found that for certain categories of individuals responding to a particular variable, willingness to travel may differ. Thus, persons 40 years of age with a household income of 75 000 $ 100 000 is more likely to take a trip that seniors in the same income class.

The scale of the chart to grade the strength of influence of each factor. The orange area (+ 1.96) represents the threshold at which the variables are of significant difference. We note that only two criteria cross this area: the distance from the destination to the place of residence, as well as living in a house. Thus, according to these variables, seniors have a propensity to actually travel greater than that of people in their 40s. This can be explained by the fact that older consumers are usually released most of their financial obligations. The proof: about 80% of Americans over 65 own a home and 80% of them, the property is debt free. As for the other criteria, the observed differences appear not important enough to be considered significant.

The author of the study rejects the idea that the travel behavior of older people is similar to that of other passengers. However, differences remain considerably less than might be expected. Nevertheless, the results show that older people are traveling further than average.

WHAT YOUNG SENIORS ARE NOT
The age of the baby boomers between 40 and 60 years. Among them, those who are reaching the fifties qualified young seniors. Although they show a propensity to travel altogether comparable to that of others, the reasons for doing so are found, they, quite different. Lalia Rach claimed, the Tisch Center for Hospitality, we have to know the new realities specific to the elderly to understand their influence on the tourism industry.

The new generation of people over 50 years was born in 1950 and experienced the revolution of the 1960s, when social values ​​have evolved. Result: this segment of consumers do not conform to the stereotype of the older person who lives at home.

However, some false myths about seniors remain:

they are "cemented" to a brand;
they are not comfortable with technology;
they favor a certain structure (eg .: travel in organized groups);
they are looking for dedicated activities for the elderly;
they retire at 65;
they adopt a lifestyle idle.
WHAT THE YOUNG SENIOR
All the old assumptions no longer hold. The senior more than 50 years defined as:

highly educated;
independently in all aspects of life;
living a form of personal revitalization;
with a hectic lifestyle;
living without compromise;
adoring make choices;
with a thirst for knowledge.
WHAT STRATEGIES?
Tourists over 50 years are now more adventurous than ever. A study by the company NOP World conducted among British, seniors avoid the traditional beach holiday and opting for remote destinations. About 65% would participate in such a safari. The survey also found that two thirds of people over 50 feel fully enjoy their life. Tourism products and marketing strategies must reflect this reality.

That's what some industries have made ​​in providing innovative equipment, to enable older people to practice their sport longer. Skiers can count on a "soft" boot (pictured) much more comfortable, and golfers on sticks "Big Bertha" (photo) allowing them to hit right away and without much effort.

source : http://veilletourisme.ca/2005/05/22/les-seniors-sont-ils-vraiment-des-touristes-differents-des-autres/

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TOURISM DEVELOPMENT IN RURAL? IF IN SPOKE TO MAJOR INTEREST

Several studies highlight the importance of attracting the adherence of the population to build the foundation for tourism development in harmony with the rural areas. Indeed, the tourism region is heavily colored by the "color" of the local community, its people an integral part of the tourism experience. Factors used to establish a bridge with the community, and the viability of a project depends as much on its economic and social contribution.

ALL IS NOT "TOURIST"
Manufacturing sectors in difficulty, forestry declining agriculture routed, depleted natural resources, several regions are turning to tourism to emerge from this economic slump or diversify.

There is a growing market for different tourism products in rural areas: adventure, nature, sport, agrotourism, healing in a natural, slow pace, contact with the people, authenticity, lodging at the inhabitant, local produce, heritage , learning, crafts, etc.

Although rural areas have much to offer, tourism is not a panacea for economic difficulties. Moreover, it is not all regions have the potential to develop a thriving tourism industry. Too often, the lack of understanding of the industry suggests that it will transform the area into a Mecca and dangled substantial economic benefits.

FOR THOSE WHO LAUNCH IN THIS ADVENTURE
It is important to develop healthy relationships with the public, because it has some decision-making power regarding the viability of a project and the quality of the service. Indeed, the local population is much more than a host community or a pool of labor: it is part of the tourism experience and can contribute to enrich the offer. Provided it has a good understanding of the issues, it participates in planning and decision making, it has a right to inspect the product. Unite the community around a project is to allow him to become an actor rather observer or informant.

Louis Jolin, professor in the Department of Urban Studies and Tourism at the School of Management Sciences, UQAM, highlighted at the Symposium on Sustainable Development in March 2009 that the accession of the host environment based on three important elements:

the respect of the community, its identity, its authenticity;
both economic and social benefits;
community involvement in decision making.
If the people approve a project, it must go beyond the information and consultation process. Sponsors should be open to participatory management with the community and work with them to organize tourism.

Social acceptability follows the following principles:

the sense of ethics (benefits for all stakeholders);
transparency;
good communication (understanding of the project);
clarity (do not create unrealistic expectations);
compatibility with the environment and the needs of the population;
viability supported by a long-term vision.
HOW TO BE RECEIVED?
Listening to the people: it has a diverse community with different interests.
By understanding its values ​​and respecting.
Preserving natural resources.
Explaining tourism, explaining the project.
By establishing a close with the community and trust.
By engaging citizens at the beginning of the planning process.
By creating a partnership.
Reducing tensions by bringing the different parties to work together.
Using positive language.
It's also respect the democratic principle, prevent conflict, ensure the availability of resources - for lack of resources sometimes complicates the viability of a Project-, enjoy local expertise to enrich the offer and experience tourism.

TO EACH HIS ACCOUNT IS Y ...
In the speech, we generally focus on the economic contribution of tourism and Benefits from such as job creation and financial benefits. However, social factors, too often evaded, can not be ignored because they represent strong arguments in trade with the community. Indeed, not everyone has a direct impact on tourism and a positive attitude on the part of the excluded results from the social benefits that can be gained. Examples:

accessibility to infrastructure and tourism resources (transport, leisure, catering, etc.);
the revitalization of a community;
enhancement of cultural and natural heritage;
additional services to the community;
improving the quality of life and development;
strengthening the collective identity, pride and social cohesion;
the reputation of the region;
the equitable distribution of benefits;
control adverse impacts;
brake exile youth and population growth;
events and activities.

source : http://veilletourisme.ca/2011/03/21/le-developpement-touristique-en-milieu-rural-si-on-en-parlait-aux-principaux-interesses/

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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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