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.

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].

In the era of sustainable development, the social and environmental responsibility of businesses is paramount and this is remains a challenge in Quebec on many levels. Although a clear effort has been invested to organize eco-adventure tourism in Quebec, certain areas need improvement. Many of the issues, as their solutions are complex and interrelated, including small profits, acute seasonal fluctuations in visitor numbers, leadership, organizational structures and governance. This article is not an exhaustive discussion of all issues, but is a general report of what has been highlighted during the conference this year.

Human resource problems

Although economic trends suggest eco and adventure tourism continues to grow, numerous businesses seem to struggle with small profits, recruiting and keeping competent guides, ensuring fairness and equality of salaries (especially in remote areas and in winter). The reality of eco-adventure guides is difficult, in the face of very low salaries and limited professional recognition, as there are no industry standards for their employment in Quebec. This creates inequitable situations between businesses, as well as guides who are trained and experienced, and those who are not, and between guides from certain institutions and those belonging to professional associations. The ratio of “real’ employment opportunities in Quebec in adventure and ecotourism guiding vs. the number of trained guides on the job market is also an issue.

Regional development

The contribution of eco and adventure tourism to regional development is variable across the regions of Quebec. In general, regional development remains a big challenge for numerous reasons, notably in remote areas with limited infrastructure and service provision.

As elsewhere in the globe where regional economies are traditionally dependent on natural resources, Quebec struggles to favorably and quantitatively present ecotourism. For example, a mining company is often ready to invest 500 million $ and guarantees 300 jobs for 30 years. In the same region, an ecotourism company can say that 10 guides may be needed over this period (if all conditions remain favorable). This is difficult to resolve, but can be addressed firstly by having reliable studies that monitor the net social, economic and environmental benefits of ecotourism in Quebec.

Furthermore, it appears that the eco and adventure sector has a low profile in certain regions and is not always actively involved in important decision-making processes. A solution may be to be more proactive and communicate with elected members, as well as the general community, who need to be informed and educated about the values of ecotourism. Ecotourism can be relatively easily integrated into existing economic and social structures and harness partnerships that have multiple benefits. It appears that Quebec needs a more precise vision for eco and adventure tourism in each region, as well as a series of strategies and implementation plans for the medium and long-term in an economic, social and environmental sense.

Resources and Environment

The long-term prosperity of the industry depends on access to quality natural resources, which was a recurring theme throughout the conference. Equally, the threats created by extraction industries were emphasized (especially forestry and hydroelectric dams). The question of protected areas is a continuing issue and concern remains over the small % of protected areas in Quebec compared to global trends. The global challenge of providing access to protected areas whilst maintaining the quality of resources is equally pertinent in Quebec.

Quebec’s eco and adventure sector is working towards reducing negative environmental and social impacts through Leave No Trace, a proactive international program, adapted and implanted via AÉQ and its partners. The program aims to reduce and avoid negative impacts via education, research and partnerships, while ensuring the needs and satisfaction and needs of users. Although everyone agreed on the importance of the program, the reality of implementation and adaptation remains a challenge, often due to practical difficulties.

Products and Marketing

Quebec has a range of eco and adventure products, but it could improve its positioning in the face of fierce global competition as an eco-destination. How to sell Quebec’s winter ‘appropriately’ and ‘hot’ remains probably the biggest challenge. Given the climatic extremes, businesses could diversify their product and be more polyvalent. There is a need to create more networks around regional product themes, as highlighted by the noteworthy case of the ‘Appalachian Trail’. Many opportunities also remain to develop more combined ‘nature and culture’ products in Quebec. As it was well noted, if Americans can successfully develop products such as ‘in the footsteps of Henry D. Thoreau’, why can’t Quebec offer ‘along the trails of Vigneault’ on the Côte Nord? The regional product possibilities are festinating.

There is still room in Quebec’s eco-adventure sector to establish more local and regional cooperatives along the principles of solidarity as was highlighted, by the noteworthy case of Cap Jaseux. Similar opportunities exist in all regions between tour operators, hotels and others. Such cooperatives allow resource and knowledge sharing, and encourage product complementarities by reducing doubling-up. Furthermore, cooperatives enable more focus on creating unique, and high quality experiences. Although such alliances give synergy for the industry, the risks associated were well acknowledged. The case of Quebec Maritime also illustrated the values in regional networking for more efficient destination marketing.

Conclusion

Quebec’s eco-adventure sector is well on its way in implementing the principles of ecotourism, despite some challenges. Overall the industry is increasingly conscientious to ecologically manage business and clients, but some work remains in this area. Ecotourism has an important role to play in Quebec, primarily to be ahead of the rest of the tourism industry in implementing the principles of sustainable development and show how tourism can positively contribute to economic diversification in a responsible fashion. The latter is also the responsibility of the whole tourism sector, given recent policy orientations in Quebec. Aside from the above issues, work remains in other areas such as establishing a quality certification program and the monitoring of industry via reliable indicators. This could raise the profile of the sector and better inform decision-makers and reassure potential investors.

Source: http://www.aventure-ecotourisme.qc.ca/