Although there is no question that tourism needs to be sustainable, the actual demand for sustainable tourism is difficult to assess as most figures reflect anecdotal evidence of market share. In recent years, a number of surveys have assessed the demand for more sustainable forms of travel and, in some instances, a willingness to pay and/or financially offset the impact of respondents’ travel.

A number of studies have shown that consumers are becoming more interested in sustainable forms of tourism. In Europe, 95% of Swiss tourists consider respect for local culture to be highly important when choosing a holiday(1) and approximately 87% of respondents in a 2004 responsibletravel.com survey indicated they were also interested in locally produced food, local culture and using local guides when on holiday. A 2002 survey commissioned by the Association of British Travel Agents(2) found that, for 87% of respondents, it was very important that their holiday not damage the environment and, for 76%, that it benefit the people of the destination they were travelling to (for example, through jobs and business opportunities). According to National Geographic Traveller(3), there are 55 million Geotourists in the United States who are environmentally and socially responsible. Geotourists are defined as having “ceaseless expectations for unique and culturally authentic travel experiences that protect and preserve the ecological and cultural environment.” Of these travellers, 38% would be willing to pay a premium to patronize travel companies that use sustainable environmental practices (although it should be noted that only 6% of US travellers take holidays overseas).

It would seem that 2007 was the year when everyone jumped on the “environment bandwagon,” with contradictory results. Most optimistic, a Lonely Planet poll of 24,500 consumers from 144 countries stated that 93% of people said they would or might purposefully partake in environmentally-friendly travel in the future(4). Travellers who consult Lonely Planet are already likely to be much more sensitive to sustainability issues, which accounts for this high percentage that is not supported by other research. For instance, in April 2007, the online travel community, TripAdvisor(5), surveyed 1000 travellers worldwide. Of these, 38% said that environmentally-friendly tourism is a consideration when travelling, 38% had stayed at an environmentally-friendly hotel, 9% specifically seek out such hotels, 34% are willing to pay more to stay in environmentally-friendly hotels and 37% are willing to pay a premium of at least 5-10%. Perhaps of greater long-term concern to the travel industry was the finding that 24% believe air travel should be avoided.

An October 2007 study by TNS Travel & Tourism of over 6,000 people in Great Britain, France, Germany, Italy, Spain and North America(6) concluded that the willingness to pay to offset the environmental costs of their holiday ranged from a low of 2% for Germans, to a high of 12% for Spaniards. With regard to taking steps to reduce their environmental impact, the Italians lead all countries with 32% willing to switch to greener plans, while the United States lag well behind other countries with only 16% expressing such a willingness.

In an American STI survey(7), 75.4% of respondents who are self-declared environmentally-oriented consumers indicated that they were willing to pay $1-20 extra per ticket to mitigate the greenhouse gas effects of their travel and 76.7% said they would switch online travel sites to one that made contributions on their behalf to offset the portion of their emissions. The TNS Travel and Tourism survey was thus less optimistic about the attitude of Americans than the earlier STI study and the survey undertaken by the Travel Industry Association of America (TIA) in 2003(8). The TIA study suggested that more than half of all US adults would be more likely to select an airline, rental car or hotel that uses more environmentally-friendly products and processes. Yet only 14% said their actual selection of a supplier would be influenced by the supplier’s efforts to preserve the environment. In terms of products, 13% would be willing to pay more to use green products – although fully 56% said they might. The amount or rate of the fare premium seems to be the source of their hesitation: 76% would pay less than 10% more per usage, with the majority indicating they would pay less than 5% more.

Compared to their American neighbours, Canadian “travellers express a willingness to take personal action. One-third say that they would switch from a preferred holiday destination to another that supported sustainable tourism, while four in 10 would try to find and use a travel agency that adheres to environmentally sensitive guidelines. And over one-quarter (28%) say they would pay a premium for an ethical and sustainable holiday.”(9) Research conducted by Dodds & Leung(10) suggests that 25% expect travel agents to provide information on climate change and carbon-offsetting options.

While it has been suggested that 44% of British travellers would likely choose an airline with a reputation for fuel-efficient planes(11), Tiscali(12) found that 67% would not even be thinking about the impact their summer holidays could have on the environment. Although consumers may indicate that they expect environmental and social issues to be taken into consideration on their holidays, they do not take it upon themselves to ensure these criteria are being met. Responsibility for ensuring that tourism is more sustainable falls into the hands of the operator. In the UK, over 80% say tour operators should be responsible for preserving the local environment and culture and ensuring that local people benefit from tourism, and the same percentage is more likely to book a holiday with a company with a ‘responsible’ travel policy – a 28% increase since 2001(13). A report by Tearfund(14) declared that 55% of consumers believe that travel agents have a responsibility to provide the information, while 48% think tour operators should provide it.

So what now? Are industry and government moving in this direction?

Although consumers may expect to see social or environmental considerations addressed in the brochures and Websites of operators and travel providers, they do not currently demand these when booking travel packages because many operators simply do not offer responsible/sustainable travel options.

To further the sustainability agenda within the tourism industry, there are a number of recommendations. First, governments should focus their capacity-building efforts on suppliers, using methods like legislated compliance (e.g., environmental, reputation and business probity) and ensuring that resources are available for supplier training and learning and, where needed, filling resource gaps. Second, there is a need to increase public-private partnerships to train the tourism sector in environmental and social awareness and mitigation strategies and industry associations should offer incentives and reporting guidelines. Governments and industry alike need to support training and the sharing of best practices while encouraging industry associations to make adherence to sustainable or responsible tourism policies a condition of membership and to report on progress.

Third, with greater consumer awareness of issues such as climate change, the demand for more information is growing. Demand for sustainable tourism products and services may also grow, if the industry starts to offer more sustainable choices to clients. Businesses can diversify and gain a competitive advantage.

Finally, there is a need to encourage corporate social responsibility reporting from tour operators, airlines, cruise lines, hotels and destinations so that they can understand the impact they themselves are having. Reporting will also provide measurable criteria to allow for comparison of companies and destinations.

Sources:

1. Switzerland Travel Writers and Journalism Club, cited on the Fair Trade in Tourism South Africa Website. Retrieved July 5, 2005, from http://www.fairtourismsa.org.za/fairtrade/index.html
2. MORI (2002). “Package Holidays 2002.” London: Association of British Travel Agents (ABTA).
3. Travel Industry Association of America (2003). “Geotourism: New Trend in Travel Study.” Prepared for National Geographic Traveller, October 2003.
4. Travelmole (2007). “Travellers Back Radical Moves to Protect Environment.” Retrieved August 8, 2007, from http://www.travelmole.com/stories/1121133.php.
5. TripAdvisor (2007). “TripAdvisor Travelers Keen on Going Green.” Retrieved January 16, 2008, from http://www.tripadvisor.co.uk/PressCenter-i120-c1-Press_Releases.html.
6. TNS Travel and Tourism (2007). “Quarter of holidaymakers say they’ll switch to greener plans.” Press release. Retrieved January 16, 2008, from http://www.tnsglobal.com/news/news-4078B2FF93A14AD084EE03C776EE6009.aspx
7. Anavo & STI (2004). Retrieved July 5, 2005, from http://www.sustainabletravelinternational.org/enewsletters/february05travelreport.html
8. TIA (2003).
9. TNS Canadian Facts (2007, December 4). “Canadian travellers express willingness to change their travel behaviours owing to environmental concerns: survey”. Press release. Retrieved January 16, 2008, from http://www.tnsglobal.com/news/news-4CEBC86E3705458FBD60A0D5D960E94A.aspx
10. Dodds, R., & Leung, M. (2007). “Climate change awareness in the tourism industry.” Conference Proceedings TTRA Canada, October 18-20, 2007.
11. TNS Travel and Tourism (2007).
12. Tiscali (2007). “Summer Lifestyle Report 2007.” Retrieved January 16, 2008, from http://www.tiscali.co.uk/presscentre/press_release/2007/july/071807summerlifestyle.html
13. Taylor Nelson Sofres (2004). Responsible Travel ‘Had Enough’ Survey. Retrieved July 5, 2005 from http://www.responsibletravel.com/Copy/Copy101763.htm.
14. Tearfund (2001). “Worlds Apart – A call to responsible global tourism.” Middlesex, UK

Self-promotion, third-party recognition and advertising

According to Adèle Girard, Executive Director of the CQRHT, though “employer of choice” may be a vague concept, the term itself is very popular. Some businesses resort to self-promotion and advertise themselves as such on their Websites, while others earn third-party recognition on a national, provincial, regional or industry-wide scale.

A business can obtain ISO certification or endeavour to make the list of “Canada’s Top 100 Employers” drawn up by Maclean’s magazine; they can attempt to meet the challenge of the Défi Meilleurs Employeurs organized by Affaires PLUS or enter the ranks of the “Top 50 Dream Employers” in Commerce magazine, a list based on a survey of university students; or they can try to obtain the title of “Employer of choice” from the Canadian Tourism Human Resource Council or as a Canadian small or medium-sized business.

The procedure differs from one program to the next: evaluation committee, anonymous employee survey, etc. Some organizations have received more than one form of recognition.

One such example is KPMG, a Canadian firm that provides professional services. Its Website features the employee benefits it offers and the recognition it has garnered as an employer of choice.

The tourism industry itself also has some programs to recognize such employers:

• Défi Meilleurs Employeurs
• “Employer of Choice” from the Canadian Tourism Human Resource Council (CTHRC)
• CTHRC Award for Excellence in Human Resources Development, TIAC National Awards
• Qualité Tourisme certification
• Emerit National Business Recognition

All of these awards have the same goal: attract and retain the best potential employees.
Some surveys have shown that the employees of businesses with official recognition are more motivated. They have good things to say about their employer, would like to remain with the organization and strive to excel.

It is not enough to call oneself an “Employer of choice”

Human resource management is an ongoing process: administrators must constantly update, change with the times and work to develop an employee-centred corporate culture.

In the same way that businesses work to attract customers, they must develop a brand image among potential employees and highlight the benefits of working for the company. Used thousands of times on the Internet, the term “employer of choice” is not enough. A business must be able to follow through on its promises because negative word-of-mouth travels quickly, thanks to the Web, and the effects can be devastating and hurt the company.

Wanted: Extraordinary employers

The following are examples of practices that can be used to attract workers and increase employee motivation and loyalty.

Christian Champagne, Executive Vice-President, Pacini and Commensal restaurant chain

Through various efforts, Pacini has succeeded in cutting its employee turnover rate from 150% in 2000 to 50% today.

With Mr. Champagne’s assistance, the president of the company personally met with employees from the various branches to hear and discuss their concerns, without the participation of any supervisors or managers. Then, they implemented an employee recognition program based on years of service, team spirit and achievements related to the company’s strategic goals.

Some other examples:

• Organized social activities enable employees to chat in a relaxed atmosphere
• Top employees are rewarded with winery tours and cooking lessons in Italy
• Employees who develop new recipes are given the title of maestro de cucina and a special mention in the menu
• Thanks to team work, average spending per guest has increased and helped raise kitchen worker salaries

Guy Granger, Assistant General Manager and Vice-President, Finance and Administration, SkiBromont.com

The administrative team of this four-season resort is passionate, dynamic and focussed on human resources. Employees are an integral part of Ski Bromont’s corporate culture and philosophy. The concept of customer service applies to both employees and customers, because internal clients (employees) are just as important as external clients.

When job applicants attend a meeting at the company, the relationship established with the employer is often much more influential than the salary offered because it gives potential employees an opportunity to size up the company.

All things being equal, the difference between two companies is in their employees!

The administration has created a dynamic, open workplace that emphasizes the importance of having fun at work. Throughout the chain of command (from top to bottom), consistency is key and managers work to set a good example.

• Transparency, clear communication of goals and encouragement to work together as a team – biannual meetings to present the company’s performance
• Consultation – meetings with employee to find out their needs and more clearly define job descriptions and tasks
• Productivity bonuses – employees receive 40% of the profits earned above the targeted goal, in accordance with specific criteria
• Importance of expertise – employees must leave having learned something
• Training, follow-up and coaching

Marie-Claude McDuff, Executive Director, Auberge de La Fontaine

The administration at Auberge de La Fontaine has adopted the Ministère du Tourisme’s Démarche Qualité program. This program offers clear, consistent procedures to help organize the management of human resources.

The mission is to ensure the well-being of both customers and employees, and the goal is satisfaction. Compensation is not the only thing that counts; other working conditions are important too. For this reason, the Auberge has implemented the following measures:

• Managers act as models for employees because the type of management is reflected in employee behaviour – transmit the passion
• Communication of assessment criteria
• Productivity bonus and pro rata bonus based on sales volume and hours worked
• Group insurance covered 50% by the employer
• Employee empowerment
• Flexible scheduling – 4 days a week
• Cross-training that enables employees to do more than one job – versatility and a break in routine
• Integration program for immigrant workers
• Hotel room exchange during the Christmas holidays – opportunity to compare
• Social activities: Happy Hour, BBQ, Christmas party – get to see managers and colleagues in a different light
• Massage room – relaxation

Like satisfied customers, contented employees are your best ambassadors. Be sure to use them!

Source:
- Girard, Adèle, Christian Champagne, Guy Granger and Marie-Claude McDuff. “Employeurs de choix,” 7th annual HR day of the Quebec Tourism Human Resource Council, La gestion du changement pour réussir le virage techno en RH, held in Trois-Rivières, September 26, 2007.

Concerns for the US market

The rise of the Canadian dollar in relation to that of Uncle Sam has been truly spectacular over the past five years. In 2002, the exchange rate for US$1.00 was CN$1.57 (average annual rate). For many years, the exchange rate was one of the incentives used to attract our neighbours from the south with slogans like “Stretch your dollar!” Clearly, the dollar’s sudden parity is of great concern, given that stakeholders across the board are looking for ways to stimulate this declining market, so key to the health of our tourism industry.

Since 2002, a record year for the number of American tourists in Canada, the numbers have been falling steadily, apart from a brief respite in 2004. And yet, is the exchange rate truly the prime culprit? Have we overestimated its influence on the travel behaviour of Americans?

The situation elsewhere

To better understand and put into perspective how the exchange rate truly affects the travel decisions of Americans, we have compared changes in the value of the loonie with those of other currencies (see Figure 1). We have examined fluctuations in the US dollar since 1995 in relation to the Canadian dollar, the euro, the Mexican peso and the Japanese yen. At the same time, we have charted the annual number of US citizen international departures to Canada, Mexico and overseas. To make the data comparable, we have established 1995 as the reference year, with an index of 100. The lines in the graph below illustrate the increases and decreases noted in relation to the reference year.

This graph shows the decline of the US dollar in relation to the Canadian dollar (red line) is much more dramatic than the drop in the number of American tourists to Canada (broken red line). The departures in question refer to stays of one night or more, as day trips have, in fact. recently dropped more precipitously.

Venturing further afield

It is a mistake to believe Americans no longer travel due to a combination of factors like a weak currency, security concerns, a turning inward, etc. The line tracking the number of Americans travelling overseas (broken blue line) eloquently shows that Americans are more interested than ever in discovering new destinations. For example, according to a survey of AAA travel agencies, reservations for US travellers to Eastern Europe jumped 55% in the summer of 2007.

Though there was certainly a temporary drop in the period immediately following 9/11, interest in far-flung destinations rebounded as of 2003. In fact, the euro is the most relevant currency in the analysis of how exchange rates influence US travel abroad (though we have included the yen for information purposes). Like that of the Canadian dollar, the euro’s value has appreciated significantly (dark blue line) vis-à-vis the US dollar since 2001. And yet, during the same period, the number of international departures from the US increased dramatically.

The example of Mexico

Mexico is a very interesting case because its geographic proximity to the US is similar to that of Canada. Unlike the Canadian dollar, the Mexican peso has been falling steadily in value against the US dollar since 1995 (green line). However, this growing purchasing power has not affected the decision to travel to Mexico, with the number of US tourists to the country remaining relatively flat (broken green line).

A closer look at two other indicators

A basic notion in economics is the idea of “All other things being equal.” This is often used as a premise when analyzing economic phenomena. However, in real life, all other things are never equal, a caveat that must be kept in mind when referring to the analytical model presented in Figure 1.

The travel intentions of citizens are often tied to their country’s economic performance. For this reason, we felt it was interesting to compare the change in the number of American tourists travelling to Canada and overseas with two other economic vectors: the level of personal consumer spending (purple line) and the price of gas (yellow line).

Without doubt, skyrocketing gas prices do nothing to encourage proximity tourism among Americans who usually travel to Canada by car. Over the past few years, the drop in the number of these travellers has been much more pronounced than the decrease in air travellers.

The change in US personal consumer spending is another interesting indicator of Americans’ ability and desire to spend. In fact, the graph shows that the significant increase in international departures is more or less in step with the spending indicator. Though our analysis may not be truly scientific, it does illustrate that Americans’ travel interests are evolving to the detriment of Canada.

Better understand the impact

Surveys show that the exchange rate can influence travel intentions, particularly among certain customer segments. When it comes to international travel, Americans demonstrate a lower sensitivity to currency fluctuations than Canadians.

Certain outside factors can enhance the potential impact of currency fluctuations. One such factor in particular is the media coverage lavished on the phenomenon; it would seem the Canadian media is more interested than the American media in the rise of our dollar.

It is also true that although Americans may not be very aware or influenced by the loss of their purchasing power, they definitely feel it once they reach their destination. The firm Moneris Solutions has studied US credit and bank card transactions at Canadian merchants. Total transactions in US dollars dropped in July and August 2007 compared to the same period in 2006.

This study did not take into account the number of visitors involved. Nonetheless, the numbers do indicate that spending budgets have dropped in a greater proportion than the number of American tourists. Other factors like falling room prices in 2007 also had an affect on the expenditure base. The study reveals the sectors most severely affected: specialized retailers (-35%), campgrounds and trailer parks (-22%), public golf courses (-14%), hotel reservations (-13%), bus travel (-13%) and restaurants (-8%)

A major challenge

Canada’s current difficulty recovering its share of the American market is deep-rooted and not due solely to economic factors. Other studies have reached the same conclusion: Americans no longer find Canada as attractive as they once did and would prefer to set their sights on new destinations. An unfavourable exchange rate and high gas prices are merely additions to the list of deterrents, particularly when it comes to proximity tourism. Now that our currency has reached parity, we must use innovation and an enriched tourism supply to change their minds!

Sources:
- Montet, Virginie. “Les touristes américains découvrent l’Europe de l’Est,” La Presse, September 26, 2007.
- Office of Travel & Tourism Industries.
- Turner, Riva. “US Spending in Canada Sees Significant Decline,” Moneris Solutions [www.moneris.com], September 24, 2007.
- US Census Bureau.

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].

Everyone wants to boast a mark of distinction

Among the most prestigious international distinctions is “UNESCO World Heritage Site.” The European Union recently announced plans to develop a similar quality label as a way of developing culture and heritage tourism and enhancing its prestige and educational value.

Europe abounds with a variety of eco-labels, Tourism Australia has launched an ecotourism certification program, and the Quebec adventure and ecotourism sector boasts a quality program managed by the Bureau de normalisation du Québec. The Ministère du Tourisme du Québec is restarting its Démarche Qualité Tourisme total quality program. Under the aegis of the World Tourism Organization (WTO) and with funding from both the Quebec and Canadian governments, the World Center of Excellence on Tourist Destinations (CED) recently opened in Montreal. It is currently developing criteria to measure the excellence of destinations.

In the US, five hotels are proudly displaying their certifications from the US Green Building Council. Every year, the World Travel & Tourism Council (WTTC) hands out its Tourism for Tomorrow Awards and is currently studying the possibility of establishing an accreditation for organizations which meet sustainable development standards. In Quebec, Grands prix du tourisme recipients proudly feature their awards in their advertising campaigns. And, although primarily a marketing association, the prestigious Relais & Châteaux hotel chain, synonymous with luxury, is not open to just anyone.

And the list goes on. Classifications, certifications, social labels, quality labels, labels of origin, eco-labels, major awards, luxury banners… if recognition is what you seek, there is certainly a lot to choose from!

It goes without saying that growing consumer awareness of the environment and the negative impacts of tourism has led to an inevitable reassessment of tourism practices. Certification is one way to prove one’s commitment and provide a guarantee of good practice. More and more, the principles of sustainable development are key to establishing criteria and creating new labels.

Advantages for businesses

Committing to a certification program or total quality approach is not easy. It is very time-consuming and can even lead to a complete overhaul of work processes. In a business climate where customers are demanding and often enjoy a wealth of options, more and more companies are looking for a seal of quality, recognition or distinction to:

• improve their services and product quality
• reassure consumers and provide a guarantee
• distinguish themselves from the competition
• enhance their visibility and reputation
• access new markets
• improve business practices and increase productivity
• and, to some extent, reduce the negative impacts of tourism

Even certification has its failings

The stars used to rank hotels are undoubtedly the most recognized travel rating system in the world. But who awards these stars? They can come from tour operators, the hotel itself, recognized organizations with very different criteria from one region to the next, or even – with the advent of Web 2.0 – internet users (also read:
You haven’t heard the last of Web 2.0!).

As a traveller, how often have you lamented the disparities in evaluations from different regions and the lack of uniformity among the various programs? In fact, many organizations would like to establish an international certification system, but this may only be a pipe dream.

The challenges? How can international standards take into account the realities of different regions, and how can mass tourism products and niche tourism products meet the same standards? How can a community have a say in the decision-making process, and how can small businesses rally the technical, financial and human resources to take on heavy, costly procedures?

These same questions apply domestically as well. To be “certified” means to ensure that something is true, to provide a guarantee of… what, exactly? Many companies, having understood the promotional benefits of certification, will go so far as to declare themselves certified, even if they are not. This is not uncommon in the case of various “eco” products.

Ambiguous surveys and an ideological debate

Can a “seal” truly influence consumer choices, and do travellers care about evaluation criteria when selecting a certified business or do they simply have faith in the “seal”? Do travellers know which criteria distinguish a 4-star hotel from a 2-star hotel? And do they know that rating systems differ from one country to the next?

In response to these questions, here are some survey results to answer these questions and point out some contradictions:

“Green” programs are definitely very popular! A survey by the Hotel Association of Canada shows that 60% of Canadians feel that membership in an environmental program is a major factor in their choice of hotel. In Quebec, this percentage is 72%, the highest of any Canadian province. Many other surveys illustrate the popularity of environmental programs, both in Canada and around the world.

If something has a “green” label, then it must be good! Various surveys indicate there is still a high level of confusion and lack of understanding when it comes to eco-labels. Consumers support certifications and quality labels, but they are rarely able to distinguish among them or understand their true meaning.

When travellers are on vacation, their principles take a break as well! On one hand, an Orbitz survey reports that 63% of people would pay more to stay in a “green” hotel and 67% attach importance to the “eco-friendliness” of a destination. On the other hand, according to a Starwood survey, most Americans leave their environmental conscience at home because 70% of frequent travellers state they do not waste water at home, while this percentage drops to 18% when they are in a hotel.

Although respect for the environment is now an integral part of contemporary mores, vacations are associated with freedom and a lack of restrictions. Consequently, high principles and good habits also go on holiday. Consumers are exhibiting an openness and commitment to the state of the environment, but tourists’ positive attitude towards eco-labels is not a guarantee of environmentally responsible behaviour.

Says Marie-France Turcotte, “Certifications have the potential to make a modest contribution to meeting a major challenge, that of changing business practices and tourist consumer habits.” So, the question is, should travellers purchase a product on the pretext that it is certified, or do we need to become accountable as travellers, companies and social actors? The answer is, no doubt, both.

With the growth of certifications, businesses will probably face the same dilemma they do vis-à-vis distribution channels: which one will improve their position in the wonderful world of competition, increase their visibility and make them the chosen one of consumers? Start strategizing!

Sources:
- Boyd, Christopher. “Green Hotels Are Cleaning Up – Embracing an Eco-friendly Philosophy Resonates with Tourists,” The Orlando Sentinel, July 9, 2007.
- Breaking Travel News. “Survey: US Travelers Stress Eco-friendly Travel,” April 12, 2007.
- Delisle, Marie-Andrée and Louis Jolin. Un autre tourisme est-il possible? Presses de l’Université du Québec, 2007, 144 pages.
- ehotelier.com. “Survey: Most Americans Drop their Green Habits when They Check-in to Hotels,” July 10, 2007.
- Le Figaro.fr. “Vers une liste du ‘Patrimoine de l’Europe’,” May 22, 2006.
- Hotel News Resource. “As Hotels Focus on Environmentally Friendly Programs, Awareness among Hotel Guests Lags,” July 24, 2007.
- Hotel News Resource. “Leaving Home often Means Leaving Green Routines behind according to New Survey from Element Hotels,” July 10, 2007.
- HSMAI. “Asian Hospitality Leaders at HSMAI Roundtable Call for Standardization of Ratings System for Asian Hotels,” July 17, 2007.
- Karantzavelou, Vicky. “Six out of 10 Canadians Want To Stay at Green Hotels,” [www.traveldailynew.com], June 10, 2005.
- Parnières, Émilie. “Le tourisme responsable: Convergence de deux démarches de labellisation,” Veille info tourisme, May 2005.
- Salerno, Neil. “Stars & Diamonds – Do They really Matter any more?” Hotel News Resource, January 31, 2007.
- Turcotte, Marie-France. L’écotourisme entre l’arbre et l’écorce – Labels et certifications d’écotourisme et de tourisme. Le contexte et la portée, Presses de l’Université du Québec, 2006, p. 348-369.
- World Travel & Tourism Council. “Big Companies Must Show how Green They Are,” November 24, 2006.

An expanding service

Around the globe, an ever‑increasing number of places now offer wireless internet service (wi‑fi). According to an ABI Research study, the number of wi‑fi hotspots worldwide will grow by over 25% in 2007, for a total of 179,500 of those areas so beloved by laptop owners. About 72% of them are found in North America and Europe, but the Asia‑Pacific area is showing rapid growth in that respect.

It’s not just the offer; the interest on the part of internet users is also rapidly expanding. In addition to the burgeoning number of internet subscribers there is an astonishing growth in wireless use, as people become more and more used to going online to check the internet and e‑mail.

The trend reaches accommodation

The hotel industry is well positioned to make the advantages of wireless internet available to its clientele. There are currently 46,000 wireless hotspots in various kinds of accommodation establishments. This amenity confers an obvious competitive advantage that many large hotel chains are eager to acquire. Some operators also use wireless networks for their internal communication.

Two recent surveys conducted in January 2007 by YPB&R shed some interesting light on the relative importance of wireless internet service in hotel rooms. The first survey was conducted on 304 leisure travellers, while the second focussed on the same number of business travellers. Both samplings surveyed American travellers who had travelled over 120 km from their home and spent at least one night in commercial accommodation.

Internet in the room

Clearly, the internet is becoming an essential service and, increasingly, clients expect it to be offered free of charge. Business travellers more or less demand high‑speed wireless internet access in their hotel room (Figure 1). Over 39% of business travellers surveyed said that this free service is extremely important, and 46% of leisure travellers said it was very important (see ratings in columns 4 and 5). The stated importance of this service to travellers decreases significantly as soon as there is a cost attached to it.

Since an increasing number of travellers use laptops, customers obviously prefer wireless internet service. However, both clientele segments still displayed significant levels of interest in having wired connections in their rooms (Figure 2). However, it is to be expected clients will increasingly prefer wireless access.

When questioned about the importance to them of knowing that an accommodation establishment had a public space with high‑speed internet access, almost half (49%) of the business travellers surveyed (compared to 36% of leisure travellers; see Figure 3) felt this amenity was very important as long as it was provided free of charge. Travellers who are prepared to pay for this type of service are in the minority.

As soon as a cost is attached to internet access it becomes clear just how much travellers expect to receive it for free (Figures 4 and 5). Interestingly enough, 9% of leisure travellers not only refuse to pay for high‑speed internet but would quite simply stay elsewhere where the service is provided for free. Almost one quarter (23%) of business travellers feel the same way.

The majority, or 58%, of leisure travellers have less definite opinions: although they do not necessarily want to pay for internet access they would not change establishments in order to get it for free. However, 37% of business travellers would. Regardless of the type of travel, one out of five feels that $5 a day or less is an acceptable amount to pay for this type of service. Only 2% of tourists and 7% of business people would pay $10 or more.

There is one final factor that only affects business travellers, and that is the availability of Internet access in conference rooms. Roughly 44% feel that high‑speed wireless service is very important when it is provided for free, compared to 24% who still think it is important even if there is a charge for that service.

As the number of wi‑fi hotspots grows they will become an increasingly large part of consumers’ everyday life. In fact, a number of cities are working toward turning some of their neighbourhoods into wi‑fi areas, with either paid or free access. For instance, in September 2006, Toronto’s financial district went wireless. Industry players, particularly hotel owners, need to adapt to this trend because clients are becoming ever‑more demanding in that respect.

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/