Strategic Plan. of the Ministère du Tourisme Providing emotions since 1534

Transcription

1 Strategic Plan of the Ministère du Tourisme Providing emotions since 1534

2 Coordination of publications: Direction des communications, ministère du Tourisme Graphic design: Oxygène Communication Publishing: Productions imprimées Richard Vézina Legal deposit - Bibliothèque nationale du Québec, 2005 ISBN : Ministère du Tourisme, 2005 Photographers: Ministère du Tourisme du Québec Marc Archambault Christian Bélanger Jean-François Bergeron, Envirofoto Nelson Boisvert Claude Bouchard P. P. Brunet Viateur Castonguay Sébastien Cloutier Marie-Andrée Delisle Denis Demers, Envirofoto Vincent Drolet Sandrine Dussart Robin Edgar Jean-Pierre Huard P. Hurteau C.Hurteau Michel Julien C. Lambert Jean-Guy Lavoie Paul Laramée Jean-François Leblanc Sylvain Majeau Louise Mondoux Béatrice Noël P. Parent C.Parent Stéphan Poulin Marc Renaud Gilles Rivest Jose Schell Linda Turgeon Paul Villecourt Heiko Wittenborn Strategic Plan

3 Message from the Minister of Tourism Mr Michel Bissonnet Speaker of the National Assembly Parliament Buildings Quebec City Dear Mr Bissonnet: It gives me pleasure to forward to you the Strategic Plan of the Ministère du Tourisme. Reflecting in the main the essentials of Quebec s Tourism Policy, the components of the Plan offer a practical outline of the Ministère du Tourisme s contribution to the execution of the vision and the priorities for action of the Government of Quebec. To shine among the best : a vital objective for Quebec and its tourist industry. In this sector, competition is a global phenomenon, and Quebec must succeed in establishing itself as an outstanding destination through its uniqueness, the quality and authenticity of its tourism products, its hospitality and the communities that together constitute our province. The Plan is a guide to the achievement of our objective, and it calls upon all of us departmental employees, industry participants, regional representatives and all who are active in this sector to work together in taking up this important challenge. Françoise Gauthier Minister of Tourism 1

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5 Introduction The challenges facing the ministère du Tourisme are many and stimulating: To promote Quebec s image abroad and proclaim our values and our uniqueness. To convince outsiders to choose Quebec, and Quebeckers to enjoy the satisfaction of a vacation in their own province. To promote job creation and contribute to economic growth, both in urban centres and regionally, that is consistent with sustainable development. These are challenges shared by the entire staff of the ministère du Tourisme, and all the many participants in the tourist industry. Vision To make tourism a year-round source of economic, social and cultural wealth for every region of Quebec, while respecting the principles of sustainable development. Mission The ministère du Tourisme, in conjunction and in partnership with public and private sector participants, promotes the growth of the tourist industry in ways that combine economic prosperity and sustainable development. In the years ahead, all will have to work together to give the province, as a destination, a brand image internationally, develop our tourism products in a more focussed way by incorporating the sustainable tourism concept, and continue to adapt every aspect of the way we provide services to visitors to changes in markets, in client needs, and in technology. At the same time, the newly established ministère du Tourisme intends to align itself so as to provide continuity with the main axes of the Modernization Plan, Modernizing the State - Promoting quality services to the population, made public by the Government of Quebec. 3

6 A little background EXTERNAL FACTORS INTERNAL FACTORS After a brief decline, the tourist trade worldwide is enjoying a recovery that should continue in the years ahead. Substantial new markets are emerging, particularly in China. At the same time, tourist needs and practices are evolving with the aging population, technological advances and changes in values and interests. Quebec must distinguish itself as a tourist destination amid worldwide competition that is constantly adapting. Quebec must therefore acquire a strong image, and increase its ability to adapt to changes in markets and in tourists ways. Quebec s tourist industry generates more than $9 billion in turnover but remains relatively fragmented as an industry, with a multitude of private and public organizations that do not always consult each other before taking action. Like every other sector, the tourist industry must subscribe to the principles of sustainable development to ensure its own survival, the protection of the sites and resources it exploits, and respect for the diverse and specific characteristics of the local communities that make up the tourist experience. The newly established ministère du Tourisme must align its structure with the government s modernization plan: Focus on its core mission; Offer the public better services at lower cost; Embrace new technologies; Be open to partnership Strategic Plan

7 1 STRATEGIC CHOICES I. Tourism in Quebec and worldwide Although tourism generates substantial revenue and accounts for more than 100,000 jobs in Quebec, the industry seems relatively fragmented, with a multitude of public and private organizations, each investing in accordance with its own business plan. The strong competition Quebec faces as a tourist destination in the international market, the rapid changes in tourist demands and the sudden fluctuations in the market demand a more cohesive approach. The destinations that succeed are those that have developed approaches whereby their products and strategies can adapt quickly. In this context, the department s responsibility is to create conditions favouring the emergence of that sort of synergy among the players in Quebec s tourist industry. Issue: Maximizing our ability to attract tourists, and adapt to market changes. Orientation 1: Orient and coordinate government and private sector activities in the tourist industry. Operational axis: Development of a new management model based on partnership. Establishment by January 1, 2006 of the Council of Tourist Industry Partners, including representatives of the private sector, the regions, local communities, sectoral associations and the departments and agencies concerned. Agreement by April 1, 2006 with the RTAs covering funding levels, the term of the agreement and accountability procedures. Appointment of members and an inaugural meeting. Operational axis: Renewal of partnership agreements with regional tourism associations (RTAs). Signature of the agreement. Operational axis: Annual tourism congress. A coming together by September 1, 2006 of all businesses, associations and groups to take stock of the application of Quebec s Tourism Policy, discuss joint plans and hold consultations. Holding of the congress and release of the proceedings. 5

8 II. Quebec s image in the world The tourism market is now global, and it is consequently becoming increasingly difficult to stand out. In the circumstances, the marketing of Quebec as a destination is of crucial importance and must be based on a very carefully conceived strategy. The image we project must first catch people s attention and seize their imagination. The image thus has to convey all the best of what we have to offer while at the same time representing what we are and what a visitor can experience while among us. Given the conditions, our tourism offering also has to be evocative, easily grasped and simple to promote. Once the first impression is made, it is the experiences available in Quebec that have to capture the visitor s interest. Lastly, the promotional tools must be used and adapted as needed to target the markets with the greatest potential. This implies that the structure of Quebec s international representation must be reviewed to ensure it is effective and efficient. Issue: Differentiating Quebec as a destination of choice in target foreign markets. Orientation 2: Market Quebec and its tourist experiences. Operational axis: Development of a branding strategy for Quebec as a destination. Development by March 30, 2006 of promotional tools to make Quebec s individuality more recognizable amid the welter of competing destinations. Validation of the tools developed by targeted control groups. Operational axis: Renewal of our approach to promotion in international markets. Reshaping by March 30, 2006 of Quebec s tourism offering based on four main groups of experiences: big-city Quebec, the St Lawrence, vacation resorts and the great outdoors. Production and validation of promotional tools. Operational axis: Revision of the department s international representation structure. Implementation by April 1, 2006 of the scenario chosen following an analysis of the markets of interest to Quebec and the best ways of investing in them. Analysis of markets and cost/benefit ratios Strategic Plan

9 III. Development and renewal of tourism products In this context of rapid evolution of the needs and enthusiasms of tourists both from Quebec and from outside, the development and renewal of the products we offer constitute a substantial challenge both internationally and regionally. On the other hand, this development cannot be at the expense of the sites and resources exploited, or the identity and special character of the communities that are part of the tourism experience. The development of sustainable tourism thus means investing in authentic and original products that reflect our social and cultural distinctiveness, with a concern for renewal of all the resources we employ. From this point of view, the regions obviously have an important part to play, since much of what gives Quebec s tourism offering quality and individuality depends on them. More support for the regions is thus needed. Application of the sustainable development concept to the tourist industry is thus seen as both a means of constant renewal and an additional differentiation of Quebec as a destination. In the interests of efficiency, however, all our resources have to be channelled towards carefully targeted objectives in each of the types of product we plan to exploit. Here again, concerted action by all concerned is seen as the key to success. Issue: Growth and renewal of the industry and the resources and communities involved. Orientation 3a: Initiate the establishment of sustainable tourism. Operational axis: Definition and sharing of a common vision of sustainable tourism within the industry. Development by October 31, 2006 of a definition and a charter for sustainable tourism, agreed with the Council of Tourist Industry Partners. Distribution of the charter through the various networks of industry participants. Operational axis: Application of the sustainable tourism charter to development support programs Identification by March 31, 2006 of green criteria applicable to various support programs for the tourist industry. Approval by the Council of Tourist Industry Partners. 7

10 Orientation 3b: Stimulate and sustain the development of tourism products. Operational axis: Prioritization of action to be taken in partnership to adapt and develop the supply of each product. Development and implementation by March 31, 2007, with the partners concerned, of a strategic plan to develop each targeted tourism product. Number of plans developed and implemented. Operational axis: Increasing the regions ability to act in the area of tourism development and promotion. Arranging by July 1, 2006, upon recommendation from the Minister of Tourism, the Minister of Finance will allow RTAs that so desire to levy a specific tax of 3% per overnight stay. Legislation amended and administrative changes made. IV. Hospitality towards visitors The reputation of Quebeckers for courtesy towards visitors is well established and endures. This is a major asset, since every traveller wants to be greeted, informed, advised and reassured satisfactorily in order to enjoy their time with us. In this area, the requirements have also evolved particularly as a result of the new information technologies that now enable travellers to negotiate and plan their visits and make their reservations without leaving home. In a sense, we are greeting tourists before they even get here. Accordingly, the Government of Quebec, in partnership with Bell Canada, has developed bonjourquebec.com, which uses technology that makes it possible to offer multilingual tourist information and reservation services by telephone, in person or on line, thus enhancing the promotional and informational tools that guide clients in making their selections. At the same time, the government has worked with industry participants to adopt a policy on tourist information and greeting facilities to ensure that travellers can turn to an efficient infrastructure at any time during their stay. The combination of these two infrastructures thus complements the services we offer to greet and inform visitors Strategic Plan

11 Issue: Optimal guidance for visitors throughout Quebec. Orientation 4: Provide and support services to greet and inform tourists, and take their reservations. Operational axis: Improvement of online availability of services in the regions. Deployment by June 1, 2007 of the content and functionalities of the ebusiness site, bonjourquebec.com, to the Web sites run by RTAs, and to tourist information offices. Pilot projects, and the number of tourist information offices on line. V. The ministère du Tourisme The ministère du Tourisme is made up of components formerly attached to the ministère du Développement économique et régional et de la Recherche, which has now become the ministère du Développement économique, de l Innovation et de l Exportation. In the wake of the Modernization Plan, Modernizing the State Promoting quality services to the population, published by the Government of Quebec, the organization of the ministère du Tourisme has to contribute to the main axes of the plan: performance management, receptiveness to publicprivate partnerships, predictive workforce management, and government on line. As noted above, the ministère du Tourisme is already active in the area of partnerships and government on line, and performance management is a constant concern in all of its activities. However, predictive workforce management is seen as a vital element to be incorporated into the establishment of the new department. Issue: Modernization of human resources management. Orientation 5: Ensuring the implementation of the Human Resources Management Plan. Operational axis: Workforce planning and skills development. Installation by March 31, 2007 of a system for predictive workforce management and skills management. Submission of a work plan, and follow-up. 9

12 Strategic Planning Outline for the ministère du Tourisme Mission Vision The ministère du Tourisme, in conjunction and in partnership with public and private sector participants, promotes the growth of the tourist industry in ways that combine economic prosperity and sustainable development. To make tourism a year-round source of economic, social and cultural wealth for every region of Quebec, while respecting the principles of sustainable development. Issues Orientations Operational axes and objectives Maximizing our ability to attract tourists, and adapt to market changes 1. Orient and coordinate government and private sector activities in the tourist industry Development of a new management model based on partnership Establishment by January 1, 2006, of the Council of Tourist Industry Partners, including representatives of the private sector, the regions, local communities, sectoral associations and the departments and agencies concerned. Renewal of partnership agreements with regional tourism associations (RTAs) Agreement by April 1, 2006, with the RTAs covering funding levels, the term of the agreement and accountability procedures. Annual tourism congress A coming together by September 1, 2006, of all businesses, associations and groups to take stock of the application of Quebec s Tourism Policy, discuss joint plans and hold consultations. Differentiating Quebec as a destination of choice in target foreign markets 2. Market Quebec and its tourist experiences Development of a branding strategy for Quebec as a destination Development by March 30, 2006, of promotional tools to make Quebec s individuality more recognizable amid the welter of competing destinations. Renewal of our approach to promotion in international markets Reshaping by March 30, 2006, of Quebec s tourism offering based on four main groups of experiences: Big-city Quebec, the St Lawrence, vacation resorts and the great outdoors. Revision of the department s international representation structure Implementation by April 1, 2006, of the scenario chosen following an analysis of the markets of interest to Quebec and the best ways of investing in them Strategic Plan

13 Growth and renewal of the industry and the resources and communities involved Optimal guidance for visitors throughout Quebec Modernization of human resources management. 3. a) Initiate the establishment of sustainable tourism b) Stimulate and sustain the development of tourism products a) Definition and sharing of a common vision of sustainable tourism within the industry Development by October 31, 2006, of a definition and a charter for sustainable tourism, agreed with the Council of Tourist Industry Partners. Application of the sustainable tourism charter to development support programs Identification by March 31, 2006, of green criteria applicable to various support programs for the tourist industry. b) Prioritization of action to be taken in partnership to adapt and develop the supply of each product Development and implementation by March 31, 2007, with the partners concerned, of a strategic plan to develop each targeted tourism product. Increasing the regions ability to act in the area of tourism development and promotion Arranging by July 1, 2006, upon recommendation from the Minister of Tourism, the Minister of Finance will allow RTAs that so desire to levy a specific tax of 3% per overnight stay. 4. Provide and support services to greet and inform tourists, and take their reservations Improvement of online availability of services in the regions Deployment by June 1, 2007, of the content and functionalities of the ebusiness site, bonjourquebec.com, to the Web sites run by RTAs, and to tourist information offices. 5. Workforce planning Ensuring the implementation of the Human Resources Management Plan Installation by March 31, 2007, of a system for predictive workforce management and skills management. 11

14 Contribution by the ministère du Tourisme to the government s vision and operational priorities The activities of the ministère du Tourisme contribute to the government s essential missions: the prosperity and identity of Quebec. Through its support for the various participants in the industry and for its growth, the department promotes the creation of greater prosperity both in urban areas and in the countryside. Similarly, in its promotion abroad of Quebec as a destination, the department contributes to both the affirmation of the province s identity and its openness to the world. TO SHINE AMONG THE BEST Orientation 4: The regions Priorities for action: Development of the tourist industry. STRATEGIC PLAN FOR THE MINISTÈRE DU TOURISME Orientations: Orient and coordinate government and private sector activities in the tourist industry. Stimulate and support the development of tourism products. Operational axes: Renewal of partnership agreements with regional tourism associations. Increasing the regions ability to act in the area of tourism development and promotion Strategic Plan

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