Whale watching is still the fastest growing sector of general wildlife tourism worldwide and this is important for Québec, since marine tourism is a lucrative activity. According to a recent report, 13 million people went whale watching in 119 countries in 2008, compared to 9 million in 87 countries in 1998.(1) In the past 10 years, the whale watching industry has grown at an average rate of 3.7% globally, although with slight variations. For example, it grew by 13% in Asia, Central America and the Caribbean, by 10% in South America, Oceania and the Pacific Islands and by 7% in Europe. Although North America remains the largest whale-watching destination as it hosts almost 50% of all whale watchers worldwide (Table 1), the sector’s growth there has slowed to 1.5% per year.

Québec in the context of Northeastern America

Marine wildlife observation, particularly whale watching, is a well established part of the nature experience in Québec and the hotspot for this remains the Saguenay-St. Lawrence Marine Park (SSLMP). In this area covering 1,245 km2, a variety of marine creatures (including rare species such as belugas and blue whales) can regularly be spotted, even in close proximity to the shore.

Although the number of whale watchers has grown internationally, a general decline has been observed in the last 10 years along the Atlantic coast of North America. Québec is an exception, posting modest growth between 1998 and 2008 (Figure 1). Meanwhile, fewer visitors participated in whale watching in neighbouring destinations, with numbers declining by 25% in New England but only slightly in Nova Scotia and New Brunswick.

The impact of fewer whale watchers along the Atlantic coast of North America in the past 10 years is a drop in the number of tour operators offering whale-watching activities (Figure 2). However, the reduced number of tour operators in Québec is due primarily to business consolidation.

Total expenditures attributed to whale watching are the highest in New England along the Atlantic coast, despite the decline in the number of whale watchers in the area (Figure 3). In this area, the industry generates $138.45 per whale watcher, with international clients comprising about 15% of the market. Québec ranks second in total expenditures, generating an average of $142.55 per whale watcher, with international clients making up about 20% of the market.(1)

Tourism in Québec’s whale-watching hotspot

In the SSLMP area, statistics show that an estimated 274,000 visitors took part in commercial boat-based whale watching in 2005, while the number of kayakers was over 35,000 per year. A further 60,000 participated in land-based whale watching at various locations around the marine park. Although about 40% of visitors were on day trips, another 60% spent an average of 3.2 nights in the marine park area and 40% were repeat visitors. (2) Whale watching clearly has a positive economic impact, but tourism benefits the park’s resource management very little or not at all because tour companies are not required to spend any of their profits on conservation efforts.(3) However, a few tour companies are associated with GREMM, a non-profit organization dedicated to scientific research on the marine mammals of the St. Lawrence and education for the conservation of the marine environment. Visitors can contribute directly to GREMM’s efforts by becoming a member, visiting the museum in Tadoussac and participating in initiatives such as the ‘adopt a whale’ program. (4)

Although whale watchers are generally satisfied with their visit to the marine park,(5) there is also growing concern that the services offered are not entirely meeting demand, meaning a proportion of people may not be getting what they want out of their wildlife-viewing trip. According to recent visitor surveys, while visitors are generally very satisfied with the area, the educational component is weaker, with surveys showing only 46% of visitors are satisfied with their learning experience. This suggests that education and learning are not fully integrated into the visitor experiences currently offered. The fact that the majority of visitors observe wildlife from large motorized boats and cruise ships is an indication that marine wildlife viewing is very much oriented to “mass” nature tourism. Some visitors also express concerns that several tour boat operators seem to be chasing after whales.

Tourism is a closely monitored activity in the park and, since the implementation of special regulations in 2002,(6) amongst other measures, tour boat operators are required to have a permit, follow speed limits and respect distance requirements when approaching marine mammals. As belugas are endangered, they must be excluded from observation activities completely. At the present time, the tourism industry has been granted 59 observation permits, divided amongst some 16 companies. Although the marine park is vast, most boats leave from the quays at Baie-Sainte Catherine and Tadoussac, generating intense maritime traffic of about 80,000 trips per year. The resulting environmental impacts are numerous and include noise, traffic and collisions with marine mammals.(7)

Where to next?

The whale-watching industry has reached a certain maturity in Québec, compared to other destinations, although it appears to be a viable activity for now in the context of the North American Atlantic coast. Some of the issues raised in the Saguenay-St. Lawrence Marine Park suggest that the tourism sector could reassess its approach to operations management and work to find a balanced co-existence with conservation. It is in the industry’s interest to manage wildlife observation more responsibly, so perhaps there is a need for a sector-wide educational toolkit, as well as some voluntary measures, such as certification and a code of ethics for responsible operations.

The local tourism industry could also collectively reconsider how to positively contribute to the conservation value of the park, since it is a protected area and an industry hotspot. Other things to review include the type of experiences offered, and what actions could be taken to ensure that the interests of the growing, and more eco-conscious, responsible travel market are also met. The park and industry alike could benefit by making interpretation a more integral part of the visitor experiences offered. Besides teaching people about conservation issues, they could encourage a variety of other low-impact activities already offered in the wider Saguenay region, such as those along the Whale Route.

Sources:

(1) O’Connor, S., Campbell, R., Cortez, H., & Knowles, T. (2009) Whale Watching Worldwide: Tourism numbers, expenditures and expanding economic benefits, a special report from the International Fund for Animal Welfare, Yarmouth, MA, USA, prepared by Economists at Large.

(2) Parks Canada. (2005) Visitor Survey. Québec Service Centre, Parks Canada Agency.

(3) Saguenay–St. Lawrence Marine Park. (2008) Report of the public consultations on the Review of the Management Plan. Saguenay St. Lawrence  Marine Park. 43 p.

(4) Group of Research and Education on Marine Mammals (GREMM). Last accessed Oct 13, 2009. http://www.gremm.org

(5) Gosselin, D. and Priskin, J. (2009) Présentation dans le cadre de l’atelier de travail collectif sur les activités en mer au Parc marin du Saguenay—Saint-Laurent. September 9-10, 2009, Tadoussac.

(6) Marine Activities in the Saguenay–St. Lawrence Marine Park Regulations. Last accessed Oct 13, 2009. http://www.parcmarin.qc.ca/1942_an.html

(7) Gareau, D., Pagé, M., Balej, R., Langlois, D. and Désaulniers, J. (2009) Activités en mer au parc marin du Saguenay-Saint-Laurent. Document de reflexion 2009 aux fins de discussion. Parc marin du Saguenay-Saint-Laurent, Tadoussac. 30 p.

Uwishunu.com (You wish you knew…)

Written by forty or so “in-the-know” contributors, this blog presents the contemporary, non-traditional side of Philadelphia. Real Philadelphians reveal their secrets about dining, nightlife, music, culture, fashion, outdoor activities, design, etc. The goal is to enable visitors to experience Philly like a local. Though created and maintained by the Greater Philadelphia Tourism Marketing Corporation, the site is presented as a separate entity. Readers are invited to post feedback and comments about the articles.

The site makes full use of Web 2.0 and social media with blogging, podcasts, online networking, photo and video sharing and RSS feeds. The site’s administrators even use Twitter (a social network and microblogging tool) to promote certain events.

Uwishunu is also home to Illadates, a popular weekly series of video podcasts where two amateur filmmakers take viewers to the best places around town.

This very inspiring site can serve as a model for most destinations and help them create an inexpensive promotional tool that is more effective than many other Web strategies.

Holland.com

The Netherlands Board of Tourism and Conventions recently launched a typical Web 2.0 site targeting the North American market. In addition to providing access to tourist information, the site also invites users to join its virtual community where they can share past trips and publish articles, videos and photos and thereby enable the site to constantly evolve. Using RSS feeds, the site also posts information from other sites like Google News, Yahoo Travel and YouTube.

Like many sites, Holland.com enables users to rate articles and add their comments, thereby highlighting the most relevant ones.

Site content is therefore generated by users, the Board of Tourism and by a few third parties. By using various news items, videos and comments to bring together past and potential visitors, the site has created a credible information source that offers visitors the best experience possible.

And that’s not all: the Board of Tourism has also opened the first national tourism board in Second Life, yet another example of using the virtual world to encourage real-world discussion about its destination. Most importantly, this move has created another opportunity to attract media attention!

VisitMyBaltimore

To enhance the city’s allure, VisitMyBaltimore.com invites Baltimore fans and residents to upload amateur videos highlighting their favourite places, must-see events, and well-kept secrets. To launch the project and encourage locals to publish their videos, the Baltimore Area Convention and Visitor’s Association (BACVA) organized a contest offering the creator of the best video a prize of US$2007. For small businesses, the contest was an excellent opportunity for self-promotion and a chance to win the prize! The site is planning future contests to maintain user interest.

VisitMyBaltimore also had another good idea that has proved very popular: invite celebrities to upload their own videos of the town!

Ifoundmymontreal.com

Montreal has also been busy, launching a blog where visitors, businesses and event organizers can publish their thoughts and comments and promote their site or event. IfoundmyMontreal.com is managed by Tourisme Montréal and aimed primarily at international travellers.

The blog appears as an extension of the Tourism Bureau’s FindyourMontreal.com site, which introduces visitors to Montreal’s festivals, cuisine, eclectic architecture, shopping, nightlife and cultural scene. Information is presented in the form of videos, images and podcasts.

Tourisme Montréal is currently doing a complete overhaul of the city’s official Internet portal, creating a major section for user-generated content (comments, photos, creating and sharing itineraries).

To recap

Web 2.0 destination sites with “insider” content clearly benefit from being seen as new and credible information sources. Whether content comes solely from locals or from a mixture of travel professionals and select contributors, the unofficial character of such sites, combined with their opportunities for user interaction, questions and comments, gives the impression of authenticity and a sense of being able to experience the destination just like a local.

The top tips from our examples:

• Provide a showcase for small businesses who can present themselves in an innovative way
• Involve some celebrities
• Organize a contest to encourage participation
• Attract the attention of the media
• Add content using RSS feeds, simply and freely

In addition to their relevant content, these sites have become popular thanks to significant media coverage. Their innovative, youthful, hip and off-the-beaten path character attracts users and creates a buzz. For locals, they offer an opportunity to introduce one’s favourites and experience 15 minutes of fame.>

Current Website development platforms make it relatively easy to include the functions needed for these new Web 2.0 sites (account creation, file sharing, comments, etc.) and, furthermore, are low-cost. However, be advised: despite the technological simplicity of such sites, their popularity is not guaranteed! Projects must still be well planned, well communicated and well managed. They must also be easily referenced by search engines.

Among other issues, it is difficult to accurately assess the impact of these new interfaces, but they do seem to enjoy good visibility. Also, these sites must strike a delicate balance between true user-generated content and that created by businesses, contributors and the tourism bureau. After all, a site’s very credibility is at stake. And although content is usually monitored, blogs are open to criticism and negative comments.

Is this a trend to monitor, or to try yourself? It is your decision, but once word-of-mouth gets going, you have no idea how far it can take you!

For more information on how customers can influence others, see:
- Today’s customers influence tomorrow’s choices

Sources:
- Sauer, Abram. “Uwishunu,” [www.BrandChannel.com], June 25, 2007.
- [www.uwishunu.com]
- [www.findyourmontreal.com]
- [www.ifoundmymontreal.com]
- [http://us.holland.com/]
- [www.visitmybaltimore.com]

Some concrete examples from the industry

In its September edition of Cultur@, Tourisme Montréal discussed Facebook’s compatibility with the urban and culture sectors. Both sectors already attract the 18-35 year-old customer segment, which is also the most active demographic on Facebook. Many organizations are now using it to communicate with specific clienteles. For example, the Mutek group includes more than 300 fans of electronic music. These group members, in turn, have a multiplier effect. Les Rendez-vous du cinéma québécois has also made good use of Facebook, promoting the activities of this cultural event to its target public: a community of nearly 600 members, all devotees of Quebec film (see illustration).

In the hotel sector, some establishments use it to promote one-time events like a networking happy hour, reunions or art exhibits. For example, Montreal’s the Place d’Armes and the Nelligan, both boutique hotels, use viral marketing to promote their activities and send invitations to potential clients. The owner of these establishments, Dimitri Antonopoulos, uses his own Facebook social network for this e-marketing and has obtained good results. Art galleries are adopting the same strategy to announce upcoming openings. Ski resorts are using Facebook to stimulate discussion among their keenest customers, promote their new season passes, etc. In all cases, it is essentially free advertising.More and more businesses are also using Facebook to recruit employees. Its structure makes it a valuable, easy-to-use tool for recruiting candidates based on their qualifications, current employer, professional title and geographic location. Professional networks can also be used to efficiently circulate information about an opening, while employees can use them to indicate their availability.

Many tourism-based businesses are developing applications

Many businesses are attracted to Facebook’s open platform, developing third-party applications (widgets) that users can add to their profile pages. There are already more than 4,000 such free applications of various types (including 131 associated with travel). The following are a few travel-related examples:

• Mobissimo Travel: to get rates directly from travel partners of this meta-search engine
• Hostels: to search for inns and B&Bs around the world, consult commentary and reviews from Facebook members (anyone or just friends) and, ultimately, complete a transaction on the site itself [www.hostelbook.com]
• Fly by Farecast: to display the best rates and forecasts about one’s preferred destinations (see illustration)
• CityGuru: to find out where to get advice on what is in and out in a specific city
• Trip Planner: to plan and share trips among friends (automatically recognized by Facebook)
• My Travel Blogs: to create a personal travel blog
• Restaurant Reviews: to share advice and commentary about restaurants with friends
• Fly to Friends: to constantly monitor the Kayak meta-search engine for the prices of flights to visit one’s friends
• Cheap Deal Finder: to stay up-to-date on the best travel deals offered by the STA Travel network of travel agencies
• Video Travel: to share one’s most recent travel videos with one’s friends

Although there are countless ways to find travel-related information on Facebook, another relevant aspect is its role as an “influencer.” Unlike travel review sites like TripAdvisor, Facebook acts as a tool for sharing travel experiences and tips from trusted acquaintances and friends. According to Patricia Brusha of the firm A Couple of Chicks, the viral effect of a network of friends can have a tremendous influence on travel decisions.

For better and for worse

Many observers are noting that the effectiveness of traditional online marketing channels, like advertising banners, is likely to decrease rapidly. The Facebook phenomenon is leading the way to a new reality: with so many Internet users actively commenting on brands via their social networks, a company’s reputation on the Web is becoming a major issue, particularly in tourism. According to a study published by UK firm Tamar (specialists in emarketing), travel brands comprise the sector most at risk from negative comments spread through social networks. Furthermore, the great majority (80%) of users of these networks noted that they had used the network as a podium to discuss or comment on a brand or product.

Take the example of Delta Airlines. Facebook has several dozen groups related to this company. Some are made up of Delta employees and communicate a rather positive image. Others, like “Delta Airlines Sucks” and “Warning: Do Not Fly With Delta Airlines,” are used primarily to express frustration with a bad experience and thereby damage the company’s image (see illustration). Other carriers like Air Canada and Air Transat are not immune to this trend either.

On the other hand, aficionados of a product, members of groups like “I Love Tremblant” and “Montreal – The best city in the world” (13,000 members), can become brand ambassadors par excellence. Ultimately, the influence of such groups depends on the relevance and truthfulness of the cause defended by their administrator and, above all, on the credibility and influence of its members.

Of course, the phenomenon is still very young and sceptics are probably right to say that Facebook has yet to prove itself and that some other site could eventually surpass it. In addition, concerns about data privacy could arise and dampen user enthusiasm. However, whether one is talking about Facebook or another leader in the field of social media, the fact remains that businesses who neglect these networks in the next few years or whose managers fail to understand the importance of these new mass communication tools will face a steady decline in their brand reach and influence.

Sources:
- Bly, Laura. “Travelers Arrive at Facebook,” USA Today, August 30, 2007.
- Brusha, Patricia. “How Facebook Will Impact the Summer Tourism Season,” Hospitality Net [www.hospitalitynet.org], April 11, 2007.
- Burgin, Ken. “How to Use Facebook to Market your Restaurant, Cafe, Hotel or Bar,” Hotel News Resource [www.hotelnewsresource.com], August 27, 2007.
- Locke, Laura. “The Future of Facebook,” Time [www.time.com], July 17, 2007.
- Puchot, Pierre. “Facebook est-il l’avenir du Web?” Rue89 [www.rue89.com], September 6, 2007.
- Renaud, Jean-François. “Social networking and marketing: concrete opportunities,” Adviso Conseil [www.adviso.ca], July 12, 2007.
- Rocha, Roberto. “Facebook used to recruit employees,” CanWest News Service [You haven’t heard the last of Web 2.0!
- Your client’s friends are your friends

Growth. In the past few decades, the commercial adventure tourism sector has continued to grow. Many cash-rich, time-poor, reasonably fit people now treat adventure activities as purchasable short-term holiday packages, rather than as lifetime personal investments in skills and equipment. This has led to expansion at both the low-skill and high-skill end of the adventure sector.

Product price pyramid. The adventure tourism industry includes a small number of very highly priced products which rely on specialized equipment, take place in remote areas, or require considerable prior skills, and a large number of short, low-priced, unskilled products in accessible areas close to major tourist gateways.

More luxury. The level of luxury available in adventure tours continues to increase. Backpacker buses are more comfortable. Wildlife heliski and diving lodges have spas and massage therapists. Dive boats, surfboats and heliski operations offer private charters with especially luxurious facilities. Expedition cruise boats have suites with satellite phones, and sometimes even a helicopter. It has almost become a truism that successful adventure tour operators continue to move up-market.

Adventure destinations. The number of tourist destinations marketing themselves specifically as adventure destinations, often using the term adventure capital, has increased greatly in recent years. Some of these are long-standing tourist destinations that have added new products or changed their marketing strategies. Others are small-scale destinations seeking to develop tourism through a portfolio of adventure products. Some also use adventure events as destination marketing tools. Adventure events are growing rapidly in number, scale and variety.

Amenity migration. In some areas, outdoor recreation opportunities and, to a lesser extent, commercial adventure tourism, have triggered amenity migration. This in turn has led to an increase in adventure tourism as the amenity migrants seek commercial opportunities to maintain their lifestyles.

Retail packaging. Many tour operators offer a portfolio of products at different destinations. They do not necessarily maintain an operational base at each of the destinations concerned. Most are retail packagers which sell a range of local tour products to an international clientele. There are also specialist tour operators which offer similar products or activities at multiple destinations.

Combination products. It has become commonplace for individual tour operators to offer a range of different adventure activities at a single destination. These are often packaged as a discounted bundle of individual tours, marketed as a “combo” product. Some combo products simply involve syndicated marketing, with on-ground activities operated by separate companies. Alternatively, a single company either buys up local competitors offering other activities, or acquires equipment, staff and permits to conduct similar activities itself.

Cross marketing. There is a strong trend towards increased cross-marketing links between adventure tourism products and other products purchased by the same consumers. These links are made through magazines, mailouts, inserts, Internet websites, television, films, fashion, shops and merchandising, mobile phones and music players, and entertainment venues such as nightclubs.

Exploratories. Many top-end adventure tourism companies now offer “exploratories” as well as routine tours. These are not necessarily first ascents, descents or traverses, but they are generally new itineraries, for that operator at least. The term is used both as a marketing device, to advertise adventure, and as a legal disclaimer, to warn clients that the trip may not necessarily run smoothly or according to plan.

Flexible itineraries. Other tour companies also make a virtue of necessity by advertising that their schedules or itineraries are flexible and that this is part of the adventure. This approach is used at both ends of the economic scale, from overland buses to polar expedition cruises.

Copycats and takeovers. Establishing a new adventure tourism product requires considerable investment in product development and marketing. Once a product has become well-known, other entrepreneurs often attempt to take over the operation, or establish copycat products at undercut prices. This is a particular risk for new products in developing countries. A number of examples are now well documented.

Insurance. Because of litigation, especially in North America, adventure tourism providers have become increasingly concerned over issues of potential liability. This has led to increasingly lengthy and complex pre-trip waivers and disclaimers, as well as much-increased insurance premiums. For some activities in some countries, it has simply driven many former providers out of the market. With reduced competition, remaining operators have increased prices so as to cover increased insurance costs. Liability-capping legislation, either general as in New Zealand or activity-specific as in some US states, is increasingly important for the future of the industry.

Source:

Buckley, R. (2006) Adventure Tourism, CABI, Oxford, [www.cabi.org].

What is Facebook?

Facebook is hard to understand without experiencing it for yourself. To begin with, Facebook is more than just a Website; it is an entire online social network. However, unlike other virtual community sites focussed on creating new virtual connections, Facebook works exclusively with its members’ pre-existing contacts. One of its founders, Mark Zuckerberg, describes the site as a form of “social mapping” that enables people to communicate with friends, family and co-workers, share information, and create and post a variety of content, all within an extremely efficient, user-friendly environment. Experts are calling Facebook a revolutionary portal and some have even compared it to Google in terms of its eventual impact on society.

The popularity of this collaborative platform is impressive. Founded in February 2004 by some Harvard students, the site had already signed up more than one million active members within its first ten months. Initially reserved solely for students, Facebook did not really take off until it opened registration to everyone in September 2006.

Although the phenomenon is still very young, the site now boasts 40 million members around the world, with more than 6 million in Canada. “Facebookers” are very active; more than half of active users visit the site daily. Since January 2007, it has registered 200,000 new users a day. Interestingly enough, the site is not simply popular among adolescents; in fact, the demographic segment showing the most growth is that of 25 years and over.

For the time being, Facebook seems to be most popular in big cities. The Montreal network already has over 229,000 members, compared to that of Québec City, which has approximately 18,000. However, this data is for illustrative purposes only, given that individuals are not obliged to associate with their given geographic network.

How does it work?

Users start by creating a personal profile, and then connect with other people they know (either directly or through friends) who are already registered on Facebook. There is also a function for inviting other friends who are not already on Facebook to join their network.

Once a user has created a virtual community of their friends or professional contacts, this network is used as a platform for communication: to announce events, support causes, and post blogs, vacation photos and videos, parties, various activities, etc. What distinguishes Facebook in particular is that people use their real identities (see illustration). Users interact with their real-world contacts, whether friends or co-workers. Facebook is a dynamic form of networking and features a number of tools that facilitate communications among existing communities.

Beyond these basic functions, the possibilities are endless. With Facebook, users can share different types of content in a single location and enjoy access to an open technology. This technology has led to the creation of numerous new third-party applications (widgets) – some of which are useful, some of which are just fun – that can be used to personalize one’s profile. For example, the following image illustrates the connections that exist within a Friend Wheel.

According to the research firm comScore, last April this type of online application received over 178 million unique visitors in all.

The impact for businesses

In addition to impressive traffic numbers that have made Facebook the second most popular social network site after MySpace (and number one photo-sharing site), the concept of trust is what justifies the interest in this type of development. From a business standpoint, everyone knows how important “word-of-mouth” is to sales. Facebook is the ideal vehicle for such a viral effect, because it is a human chain based on the built-in trust members have in the individuals that make up their world. For businesses, it offers access to a highly targeted, qualified population.

Businesses and interest groups can also create their own profile to promote an idea, a concept, an event, etc. Facebook’s tremendous flexibility offers users a variety of ways to control the content they send and receive. For example, they can screen irrelevant information, even from within their own network of contacts.

And this is only the beginning!

Facebook is thus a prime example of a major Web 2.0 player. Its rollout is just beginning and its founder recently turned down two purchase offers, including one from Yahoo worth US$1 billion! Valued at over US$10 billion, Facebook is already expected to make a big splash on the public market.

We are probably seeing only the tip of the iceberg. In fact, the company is working on developing an advertising model based on the wealth of information it has about each user. Like Google’s sponsored links, businesses will be able to purchase highly targeted advertising banners on Facebook that match users’ interests and their social network, thus highlighting the true value of this impressive community.

See also:
- What is Facebook’s impact on the tourism industry?
- You haven’t heard the last of Web 2.0!
- Your client’s friends are your friends

Sources:
- Bly, Laura. “Travelers arrive at Facebook,” USA Today, August 30, 2007.
- Brusha, Patricia. “How Facebook Will Impact the Summer Tourism Season,” Hospitality Net [www.hospitalitynet.org], April 11, 2007.
- Burgin, Ken. “How to Use Facebook to Market your Restaurant, Cafe, Hotel or Bar,” Hotel News Resource [www.hotelnewsresource.com], August 27, 2007.
- Locke, Laura. “The Future of Facebook,” Time [www.time.com], July 17, 2007.
- Puchot, Pierre. “Facebook est-il l’avenir du Web?” Rue89 [www.rue89.com], September 6, 2007.
- Renaud, Jean-François. “Social networking and marketing: concrete opportunities,” Adviso Conseil [www.adviso.ca], July 12, 2007.
- Rocha, Roberto. “Facebook used to recruit employees,” CanWest News Service [www.canada.com], September 4, 2007.
- Vara, Vauhini. “Facebook Gets Personal With Ad Targeting Plan,” The Wall Street Journal, August 23, 2007.

The hard road travelled

In the 1980s, travel agencies ruled the roost in the travel sector, booking approximately 80% of all plane tickets. In the mid-1990s, the tide turned as the airlines began reducing the commissions paid to agencies, only to cut them completely in the aftermath of 9/11. At the same time, new competition appeared in the form of online travel agencies that enabled consumers to easily reserve their own airline tickets.
This proved to be a turning point as agency sales truly plummeted. The extremely dire business environment led to major restructuring in the sector and between 1996 and 2006, the number of service outlets dropped 50%. After more than a decade of decline, the profession of travel agent is now regaining its status.

Of course, the perennial question among both consumers and travel insiders is: who offers the best price, travel agents or the internet? Unfortunately, there is no simple answer and many experts have offered contradictory opinions on the subject in the past few years. That said, it would seem that travel agents usually have easy access to the best prices found on the Web, or even better. However, price is not the only way in which agents must set themselves apart.

Competing directly with the internet, agents must offer added value to the customers who make the effort to consult them. In particular, consumers are looking for someone responsible should there be any problems. Although online agencies have made some progress in this respect, they still tend to be harder to reach and offer less reassurance. The help of an expert is very valuable when purchasing more complicated products or expensive trips, particularly those involving international travel.

Customer service: the key to success

The transition to zero commissions now seems complete. Travel agencies have regained the trust of a large percentage of customers and have improved their profitability, even though some of their activities, like simple transactions, have been taken over by the internet. Airline ticket sales, which often offer little added value in the way of customer service, have dropped dramatically. Customers who deal with agencies today are looking for more than what is easily found on the internet; people increasingly recognize the value of the travel agent’s work and agree to pay for this service.

Beyond the price, customers appreciate, for example, advice on selecting the best room, restaurant suggestions, good places to visit, or even how to obtain a possible upgrade. The quality of customer service has fostered consumer loyalty to the agencies and is how the best agencies distinguish themselves from the competition. The addition of new services has also helped retain customers; many occasional customers have gradually become partners of a sort, as a relationship of trust has grown.

More to the point, agents can make good use of the internet to help their customers. Many agents have become veritable experts who, instead of focussing on particular destinations, now increasingly specialize in specific customer segments (scuba diving aficionados, religious groups, recovered alcoholics, etc.).

The habits of Quebeckers

Although online sales have boomed in the past few years, the sales figures for Quebec travel agencies are also experiencing surprising growth. According to numbers from TourismExpress.com, Quebec retail agencies posted total sales of $2.83 billion in fiscal year 2006-2007, or a 9.4% increase over the preceding year. While the sector experienced a major consolidation of activities as the number of Quebec sales outlets dropped from 1308 in 1992 to only 812 today, average sales per agency location have risen 64% since 1999.

For a tour operator like Transat, the network of agencies clearly continues to play a leading role in the sale of its travel products. According to Transat’s co-founder, Linda DeCesare, 90% of the company’s sales still come from packages sold by agencies. Many customers now use the Internet to shop around, but still prefer to conduct their transactions in person with an agency.

A closer look at the reservation habits of Quebeckers shows they are more likely to use a travel agent when purchasing international travel (Figure 1). Over 44% of vacationing Quebeckers travelling by plane in Canada have used the services of an agent, compared to 58% of those vacationing outside the country. The difference is even more apparent when it comes to hotel reservations. Only 12% of Quebec vacationers asked an agent to book their accommodations within the country, while 35% requested assistance with international accommodations.

Ontario travellers behave similarly when it comes to domestic trips. However, when it comes to international travel, Ontarians are slightly less inclined than Quebeckers to call on the services of a travel agent.

New ways of doing business

Now asked to act more as travel consultants, agents have adapted their behaviour to this new reality. For example, they pay a lot more attention to discussions with their customers. Some agencies have taken the initiative of reorganizing their offices so they can receive people in a warm, welcoming environment. They increasingly use small private lounge areas to make the most of personalized meetings with their customers. The “service counter” approach has been replaced by the sales technique of sitting around a table.

During these pleasant discussions, many salespersons now adopt the tactic of complete transparency. With online computers available during the consultation, the consumer has direct access to the same information, at the same time as the agent. This strategy of openness has the virtue of creating a relationship of trust and showing the customer that the agent is working to build the trip with the customer’s input. A recent poll by Home-Based Travel Agent shows that a number of consultants now use the internet to conduct research or make bookings for their customers (Figure 2).

Agency offices are changing too

Many agency owners have jazzed up the appearance of their offices. A trend towards thematic décors has replaced the classic travel poster. Some European firms look more like art galleries than travel agencies. With this approach, design and décor are used to transport visitors to another world, before they even leave home. For example, some agencies feature large exotic trees, or appeal to the senses with scented teas, candles, perfume, etc. Sometimes, they even display imported water bottles from various countries.

Another emerging trend seems to be the sale of travel accessories. For example, the Voyageurs du Monde agencies in France present themselves not as agencies, but as experiences. They sell maps, GPS systems, books and other useful travel accessories. In Quebec, the Tourisme Jeunesse chain of agencies has adopted this approach for many years.

Some agencies have developed a cultural side to their products by organizing sales exhibitions of arts and crafts from around the world. These exhibitions attract new customers to the agency and enhance the décor. Other ways to stand out from the competition are activities like cocktail lectures and photography workshops.

After several years of major upheavals, it would seem that the distribution network is reaching a new equilibrium. The remaining traditional agencies are in a stronger position, the dizzying growth of online agency sales is rapidly slowing and suppliers like airline companies and hotel chains now attract consumers for simple transactions. However, we have learned from past experience that periods of calm never last for very long.

Sources:
- Alvarez, Leticia Suarez, Ana Maria Diaz Martin and Rodolfo Vazquez Casielles. “Relationship Marketing and Information and Communication Technologies – Analysis of Retail Travel Agencies,” Journal of Travel Research, Vol. 45, May 2007.
- Bellstrom, Kristen. “Travel Agents Are Staging a Comeback,” SmartMoney [www.smartmoney.com ], May 17, 2007.
- Charollois, Philippe. “À nouvelles agences… nouvelles méthodes,” L’Écho Touristique, March 9, 2007.
- Charollois, Philippe. “Des agences chic et choc,” L’Écho Touristique, March 9, 2007.
- Dansereau, Suzanne. “Vents favorables pour Transat,” Journal Les Affaires, June 23, 2007.
- Désiront, André. “Le chiffre d’affaires des agences de voyages,” TourismExpress.com, July 10, 2007.
- Ellin, Abby. “Happy Returns for Travel Agents,” The New York Times [www.nytimes.com ], July 3, 2007.
- Jaladis, Stéphane. “Les agences ont survécu à la commission zéro,” L’Écho touristique, March 30, 2007.
- Mielke, Randall G. “Customer Service Key to Small Travel Agency Survival,” Beacon News, [www.suburbanchicagonews.com ], July 17, 2007.
- Mills, Stasha. “How Plugged In Are You?” Home-Based Travel Agent, May 1, 2007.

Online:
Voyageurs du monde

The 2.0 Philosophy

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

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

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

The 2.0 trend is spreading!

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

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

Tourism 2.0

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

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

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

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

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

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

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

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

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

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

Culture 2.0…a world of opportunity!

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

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

Sources:

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

Welcome to the world of personal reviews

Not so long ago, recognized travel guides like CAA‑AAA, Fodor’s, Frommer’s, Michelin, Mobil and others were the primary reference tools for consumers trying to judge the quality of a specific hotel or restaurant. Written by professionals, these works nonetheless conveyed a single point of view, updated annually and articulated by a critic following a standardized evaluation grid.

Recognizing the limits of these traditional guides and the potential of the Web, consumers have quickly taken advantage of technological platforms enabling them to share their reviews and evaluations of their lodging, transportation and dining experiences. Since the Web also makes it easy to share visuals, these consumer‑generated reviews have quickly adopted the use of photos and videos to better illustrate an individual’s impressions of a business or destination.

Leaders in the field

With over 20 million unique monthly visitors, Tripadvisor.com is currently the uncontested leader of consumer review sites. The site contains more than 5 million reviews of over 164,000 hotels in 24,000 destinations. Travellers seeking the opinions of fellow travellers have a number of options to choose from: My Travel Guide, IGoUGo, Travelpost, etc.

Specialized sites, like Skytrax, have even been developed to enable travellers to consult and write reviews specifically about the airline industry (airlines, airports, types of aircraft, on‑board meals, etc.). Furthermore, some popular sites featuring general consumer reviews, like www.epinions.com, have now added “travel” to the long list of products and services that can be reviewed by members of the public.

In light of the format’s popularity, major travel portals like Expedia, Orbitz and Travelocity have developed tools to enable users to post online reviews. For their part, major players like Cheaptickets and YahooTravel have opted instead for alliances, allowing them access to the peer review databases of partner sites.

The rapid growth of this mass‑audience Web‑based alternative has hurt publishers. To deal with the situation, some, like AAA, Fodor’s and Alastair Sawday, have chosen to add peer review sections to their websites.

Detailed evaluations and comprehensive reviews

To encourage consumers to write more specific reviews, the best systems ask users to evaluate various aspects of their experience. When it comes to lodging, reviewers are asked to rate the following: price, quality‑price ratio, cleanliness, location, service, reception, restaurant or bar, the pool or workout room, etc. This breakdown in the evaluation helps users develop a better idea of the product as it relates to their personal preferences and concerns.

Most sites also suggest that the reviewer provide a short personal description as well, which allows users to give greater credence to comments expressed by consumers with similar profiles. Some common descriptors are age, gender, purpose of stay, budget and previous travel experience.

Relevance and validity of peer reviews

Many people remain sceptical about this business model, which seems to allow people to write whatever they feel like with no validation process whatsoever. However, those running the sites feel that the sheer number of users and reviews helps ensure that these evaluations are both regulated and representative. In fact, when there are many evaluations, the overall average cannot be significantly affected by the addition of a single biased review. In any event, consumers appear to be more interested in establishments that attract a lot of reviews, regardless of whether these comments are positive or negative.

These sites are also starting to feature functionalities that let users rate the usefulness of a review or report a review as having inappropriate content. When a review is posted is another factor in its relevancy. In this respect, site policies vary when it comes to managing past reviews. Expedia only displays the 25 most recent reviews, Travelocity leaves all reviews online for one year and Trip Advisor never removes them.

Business responses to reviews

To enhance the integrity of its evaluations, TripAdvisor invites representatives of hotels, restaurants and tourist attractions to post responses to reviews of their establishments. This option is often very useful for informing travellers that a particular problem has been resolved (e.g., renovations are complete).

And should managers be tempted to invent fictitious customers to write glowing reviews of their establishments, they should know that the Sunday Times in England did a study of online reviews, leading to the discovery that some hotel and restaurant owners had done just that, a practice that severely tarnished their reputations.

Making good use of review sites

According to a survey conducted by the US firm HeBS (Hospitality eBusiness Strategies), over 81% of hotel owners feel growing consumer participation in generating Web content is a situation that can work to their advantage. Managers can use this new content (blogs, forums, virtual communities, social networks, review sites, etc.) to find out what their customers are really thinking. Quite often, monitoring customer‑generated reviews is more enlightening than using guest comment cards and less expensive than organizing a focus group.

The future of traditional rating systems

Given the popularity of consumer review sites, one wonders whether this new form of rating will replace the old system. For the consumer, traditional classifications are a simple way to quickly assess the array of services offered by an establishment and more easily determine its quality‑price ratio. However, if no ratings exist for a given service or experience, consumers are increasingly turning to peer reviews for help making their choices.

Sources:

Grossman, David. “Let your Fellow Travelers Be your Guide,” USA TODAY/Smith Travel Research [www.usatoday.com], June 25, 2006.
Lamb, Gregory M. “Next Wave of Travel Websites Feels Like MySpace,” eTurboNews, June 21, 2006.
Price, Jason and Max Starkov. “Consumer‑Generated Media, a Threat or an Opportunity?” ehotelier.com, December 13, 2006.
Swinford, Steven and Gareth Walsh. “Glowing Online Reviews by Hotels and Restaurants Dupe Customers,” The Sunday Times [www.timesonline.co.uk], November 12, 2006.

What does it mean?

“Gap travel” refers to a trip taken by a person who has decided to postpone or put on hold work or studies in order to satisfy his or her wanderlust. “Gap travel” first began after WWII, at a time when society looked favourably on young people discovering the globe in order to broaden their outlook and increase the possibility of achieving world peace. However, it was not until the end of the 90s that the idea of travelling before starting university became more widespread.

Three distinct segments

More recently, the gap travel concept has expanded to include other age groups, specifically successful professionals who have decided to change careers. These people often take advantage of this period of transition in order to travel. Increased acceptance of this idea in educational and professional milieus has contributed to the expansion of this kind of travel. A growing number of seniors who are both financially secure and in good health also decide to discover new horizons. People in this category were backpackers in their youth and are hence experienced travellers. There are three distinct categories of gap travellers:

• College or high school graduates about to start university;
• Professionals who decide to take time off from their job;
• People who have taken early retirement but who have not yet begun any post-retirement activities (casual part-time work, volunteering, etc.).

Extent and origin of the market

Over 90% of the gap travel market consists of independent travellers who organize their own trips. The British research firm Mintel estimates that such travellers spend over CAD$10 billion on 1 million to 1.5 million trips per year worldwide. The UK has by far the most gap travellers, accounting for roughly CAD$5 billion in spending.

In terms of their impact on the local economy, their length of stay offsets the relatively low daily spending of this group of travellers. On average, gap travellers spend roughly CAD$10,000 per trip; those in mid-career tend to have deeper pockets, budgeting approximately CAD$16,000 per trip. UK gap travellers represent a mere 1% of international departures from Britain, but an astonishing 10% of total spending.

The primarily English-speaking youth segment hails mostly from the UK, Australia, New Zealand and South Africa. Approximately 230,000 British students between 18 and 24 go on this kind of trip. The Scandinavian countries, Canada and Ireland could also be potential client bases. A certain percentage of young Americans studying in the UK visits the Old World between semesters. However, unlike other nationalities (notably the British), American youth seem less inclined to travel internationally.

British mid-career gap travellers number 90,000, compared with a total of 200,000 retirees.

Destination possibilities

Australia and New Zealand are ideal destinations for this kind of trip, particularly for Europeans. A number of factors affect a destination’s appeal for gap travellers: security, visa requirements, cost of living and the chances of getting a job. Australia capitalizes on its reputation as a far-away, dream destination, boosting its competitive advantage in this area with aggressive ad campaigns. In 2005, the Australian government allocated CAD$6 million for publicizing the advantages of its Working Holiday Maker visa to attract gap travellers from abroad. It also extended the visa period from one to two years.

Asia’s combination of cultural riches and low cost of living also appeals to this kind of traveller. Must-see destinations in that part of the world include India, Thailand, Malaysia, Vietnam and Indonesia. Japan is also a favourite destination, but more as a place to work.

South America and the South Pacific, with Brazil and the Fiji Islands heading the list, are increasingly popular choices. Finally, Africa’s international aid organizations attract a great number of workers inspired by humanitarian values.

What about Canada?

Since the rules governing international visitors fall under federal jurisdiction, the Canadian government plays a crucial role in attracting this segment of travellers. Foreign Affairs and International Trade Canada has Working Holiday Programs. They offer visas to residents of the 13 eligible countries: Germany, Australia, Austria, Belgium, South Korea, Finland, France, Ireland, Japan, New Zealand, the Netherlands, Sweden and the United Kingdom. These visas enable foreigners to travel in Canada and supplement their travel funds through incidental employment, up to a maximum period of 12 months. Unfortunately, residents of the US are not eligible for this kind of visa.

At the regional level, Tremblant is an excellent example of a destination that has successfully exploited this market segment. The organization “Ski le Gap” was created in 1994, specifically targetting British outdoor enthusiasts looking for intensive downhill ski or snowboard instruction. The resort claims it provides a unique gap-year experience as well as the opportunity to gain practical qualifications. This also gives it access to a pool of qualified instructors, a significant asset for companies in this sector.

There are innumerable strategies for attracting this category of travellers, whose habits certainly do not follow any of the usual patterns. New ways of exploiting obvious affinities – such as Tremblant’s Ski le Gap program aimed at British skiers – could be explored. For example, Quebec could stimulate French interest in specific niche markets. After all, our wide-open spaces are still a powerful draw that could easily be associated with a work-travel program, specifically by the outdoor and adventure tourism sectors.

Sources:

- e-tid. Brazil Develops as Gap Year Destination, July 11, 2006.
- Hide, Will and Tom Chesshyre. “The Trip of a Lifetime Starts Here,” The Times [travel.timesonline.co.uk], June 17, 2006.
- Hotel News Resource. Gap Travel – Emerging Niche Market with 1 million to 1.5 million Trips Per Year, February 21, 2006.
- Mintel International Group. “Gap Year Travel International,” Travel & Tourism Analyst, No. 12, July 2005.
- Wignall, Alice. “Time Out,” The Guardian [travel.guardian.co.uk], August 19, 2004.

The first generation has come and gone

Why is e-tourism evolving so rapidly? It’s important to first understand how e-tourism came about. Initially, it arose as an alternative to the traditional “off-line” reservation methods, and had just one motivation: find the best price. The consumer gained great transparency on prices and fares; this was the era that the firm PhoCusWright today calls “Travel 1.0.”

How Web 2.0 is taking shape will inevitably change the rules of the game for the travel industry. Consumers and businesses alike can now turn to ergonomic and useful solutions of all types that clearly alter the way people surf the web and change the travel-product sales approach. If the Web 2.0 phenomenon were to be described in one simple statement, it would be: “It is how internet users have taken control of the web.”

Now that we’re nearing the point where 50% of American internet users reserve their trips online, consumers’ increasingly intuitive use of innumerable applications enables them to play an active role. There are countless tools to assist tourists as they seek to find, or design, not just the cheapest trip, but the perfect trip.

Another aspect of Web 2.0 involves a rejection of traditional marketing channels as a source of persuasion. The internet user has become difficult to influence with classic advertising strategies, preferring to look for more neutral information sources, such as word-of-mouth recommendations or online forums.

As an example, Carnival added a section to its website called Carnival Connections that invites customers to use a discussion platform to plan a cruise (see photo). Carnival Connections offers forums (private or open to all) that let site visitors organize a cruise in detail, alone or through interacting with other visitors. It also features a journal of comments from past cruisers about their experiences.

What is social networking?

While Web 2.0 is still an incredibly abstract concept for most consumers and companies, 2006 is expected to be the turning point at which consumers and tourism organizations will begin to integrate social networking – a gathering place (virtual in this case, as it’s online) where relationships are formed among a great number of people with the aim of discussing a given subject.

First and foremost, social networking sites let internet users communicate with each other in an extremely efficient way, thanks to applications that enable them to locate specific interest groups. For instance, a birdwatcher can now easily share his passion with other birdwatchers through exchanging information, sharing photos, forming travel groups, etc. – in short, anything related to the interest they have in common.

Catching on

The “Social internet” is spreading, with specialty sites like YouTube, MSN Spaces, Classmates.com, Myyearbook.com and so on mushrooming. The New York Times even went so far as to attribute the rebirth of Silicon Valley to the phenomenon. The most popular of these sites is MySpace, which has some 80 million members and is clearly a leader. It had more than 51 million unique visitors this past May (30% of the total number of American internet users) and is poised to become, by autumn, the single most-visited website of all. People go to Myspace mainly to swap info about destinations, talk about their latest trip, post their photos, plan a journey with friends, meet like-minded people, etc. According to PhoCusWright, about 10% of e-tourists who buy travel online have already joined such virtual communities in order to get guidance while planning trips.

Multiple Web 2.0 developments

RSS Content Feeds
One word kept coming up at recent conferences on e-tourism: “involvement.” Simplified applications and intuitive user interface allow consumers to play an active role and let businesses know what they want. The best example are the RSS (Really Simple Syndication) content feeds that allow internet users to receive streaming information right in their computers, instead of having to do internet searches. The user employs these applications (feeds) to select particular topics of interest or websites from which he/she wants to obtain the latest information. Once the parameters are defined via a personal profile, the feeds become an alert tool and web content transmission mechanism tailored to the internet user’s needs.

As an example, online agencies like Expedia and Orbitz offer customers the opportunity to automatically receive all new promotions as soon as they’re posted on the site. Another example of the application would be a sports-news fan who receives from Cyberpresse all articles published in the sports section of the site.

Corporate Blogs
Meanwhile, more and more companies are offering feedback forums for customers. Many corporate blogs are set up with the aim of getting more direct feedback from customers, of soliciting their participation and getting their comments. Designated as a community space for the consumer, the revamped Sheraton website is a good example. Visitors are encouraged to share stories, advice and photos relating to their top travel discoveries, favourite destinations, etc. Sheraton management says the portal is a reflection of how people now research and buy their trips. In a context where businesses seek to show as much transparency as possible, such discussion areas help achieve this goal.

Wikis
Among many other concrete examples of what Web 2.0 has given rise to, the travel “Wikis” are worth mentioning. These are collaborative websites where any internet user can easily participate in authoring the content. The pioneering and most popular of these sites, TripAdvisor, has positioned itself as an encyclopaedia of travel destinations built upon the reviews of real travellers. The collection of all these personal tourist experiences is a powerful tool of influence on traveller decision-making and is enormously popular because of its completely neutral and transparent nature.

Implications for businesses

Now the big question is: what should we do to prepare for the coming Web 2.0 era?

Personalization of online content and community spaces provide whole new marketing opportunities for businesses wanting to target a very precise customer profile. These “involved” internet users, if properly approached, if solicited in the right place with offers pertinent to their profile, are liable to react very positively to product offers.

As most community sites include search applications in the form of a search engine or tags (key words related to content), it is easy to buy advertising space associated with categories that are innately compatible. For instance, many different groups gather and discuss travel-related topics at Myspace.com. In the illustrated example, you can see to the right of the page an advertising banner containing sponsored links related to this theme.

MySpace.com

Note that Myspace.com offers participants the option of identifying the information and products that interest them; for tourism companies, this is a crucial component of social networking. Every traveller who uploads a holiday itinerary identified with a keyword (tag) or a personal photo from a trip, or designates a favourite page, is giving managers very pertinent information about his/her personal interests and tourist behaviour.

You may not be familiar with these new players, but some of them are already among the most-visited sites on the web. Experiments on how to best utilize Web 2.0 from a marketing standpoint are only at the embryonic stage. Managers still have much to learn in terms of optimizing the use of these new technologies and the potential interactions with customers. It is perhaps too soon to overhaul your marketing strategies, but you would certainly be well-advised to adopt an open mind in order to properly anticipate the way Web 2.0 will influence how you do business and how to get the most out of it.

Sources:
- Aho Williamson, Debra. “The Social Net Catches More and More,” eMarketer [www.emarketer.com], June 26, 2006.
- Bray, John. “Web 2.0 Begins to Sprout in Travel,” PhoCusWright, April 19, 2006.
- Bray, John, Cathy Schetzina and Susan Steinbrink. “Six Travel Technology Trends for 2006,” PhoCusWright, February 2006.
- ehotelier. “‘Social Computing’ and Enhanced Rich Content to Shape Future of Hotel Electronic Distribution,” 2006 HEDNA Conference [www.hedna.org], June 5, 2006.
- eyefortravel. “Online Branding Has Proven To Enhance Brand Awareness and Search Performance,” TDS Europe 2006 Special [www.eyefortravel.com], June 6, 2006.
- Lamarche, Simon. “Influencez en utilisant les communautés,” Adviso Consulting [www.adviso.ca], June 14, 2006.
- Poudrier, Sophie. “Le Web 2.0, les entreprises emboîtent le pas,” Bulletin SISTECH, CEFRIO (Centre francophone d’informatisation des organisations) [www.cefrio.qc.ca], June 2006.
- Ri, F. “internet 2.0, un nouvel eldorado?” Libération [www.liberation.fr], March 24, 2006.
- Schetzina, Cathy and Bob Offutt. “Social Technology Ushers in New Era of web,” PhoCusWright, April 2006.
- Wolf, Philip C. “Travel 2.0 Confronts the Establishment,” PhoCusWright, June 2006.