UNDERSTANDING YOUR VISITORS

A Manual to Collect and Use Research in Tourism Development Decisions

Carolyn Mead

Manual title: Understanding Your Visitors: A Manual to Collect and Use Research in Tourism Development Decisions Author: Carolyn Mead Copyright 2008 Tourism Research Innovation Project (TRIP) www.trip-project.ca Project Coordinator Nicole L. Vaugeois, PhD BC Regional Innovation Chair in Tourism and Sustainable Rural Development Vancouver Island University 900 Fifth St Nanaimo, BC V9R 5S5 Phone (250) 753-3245 Local 1-2772 nicole.vaugeois@viu.ca TRIP is a multi partner initiative to enhance tourism development in rural BC through knowledge movilization. Partners include education institutions such as Vancouver Island University, Thompson Rivers University, University of Northern BC, College of the Rockies and College of New Caledonia. Non acacemic partners include the Ministry of Tourism, Culture and the Arts, Tourism BC, Ministry of Econimoc Developmnet, BC Parks, LinkBC, and the Canadian Rural Partnership. A special thank you goes to Rick Rollins, Rob Hood, and Richard Porges for their time and input into this manual.

A Manual to Understanding Your Visitor

Table of Contents
Introduction ................................................................................................................... 4 Section 1: Importance of Understanding the Visitor .............................................. 6 1.1 Marketing Initiatives .......................................................................................... 6 1.2 Effective Product Development ......................................................................... 7 1.3 Grant Proposals ................................................................................................ 7 1.4 Support for Entrepreneurs & Business Plans .................................................... 8 1.5 Diversity in Visitor Information........................................................................... 9 Section 2: Types of Visitor Information to Collect ................................................ 12 2.1 Comprehensive Table of Types of Visitor Information to Collect..................... 12 Section 3: BC Community and Regional Initiatives .............................................. 16 3.1 Type of Initiative: Annual Local Special Event/ Festival ................................. 16 3.2 Type of Initiative: Small Community Based .................................................... 17 3.3 Type of Initiative: Local Tourism Association ................................................. 18 3.4 Type of Initiative: Local Visitor Centres .......................................................... 19 3.5 Type of Initiative: Regional Partnership Approach ......................................... 21 3.6 Type of Initiative: Regional Destination Marketing Organization .................... 22 Section 4: Steps to Initiate a Visitor Study ............................................................ 25 4.1 Steps to Help You Know How to Move Forward ............................................. 25 Step 1: Purpose of Information ......................................................................... 25 Step 2: Types of Visitor Information Needed .................................................... 27 Step 3: Stakeholder Involvement ...................................................................... 27 Step 4: Approach or Method ............................................................................. 28 Step 5: Develop a Tool to Collect Information .................................................. 30 Step 6: Analyze Results ................................................................................... 30 Step 7: Sharing Results .................................................................................... 31 Step 8: Knowledge Management and Decision Making ................................... 31 Step 9: Evaluation and Monitoring .................................................................... 32 Section 5: Resources to Help You Succeed ............................................................. 35 5.1 Examples of Visitor Survey Questions ............................................................ 35 5.2 Examples of Festival Focus Questions ........................................................... 37 5.3 Post-Secondary Institutions ............................................................................ 38 5.4 List of Tourism Related Institutions ................................................................. 41 5.5 On-line Resources .......................................................................................... 43 5.6 General Resources ......................................................................................... 44

A Manual to Understanding Your Visitor

Introduction
Tourism in BC is growing. According to Tourism BC, during 2002 about 22 million visitors contributed just over 9 billion dollars into the province of British Columbia. Visitors spend funds on a variety of areas such as food, accommodations, vehicle rental, recreational activities, and entertainment. Information on this spending by visitors is collected at regional, provincial, and national levels and tourism planning decisions are based on this information. But what does this mean to a rural operator in Northern BC, a small community on the BC West Coast, or a region attempting to make itself more visible and marketable? It means that Rural communities need to take the visitor information collected at upper levels may initiative to understand their not reflect what is occurring locally. Rural tourism visitors in order to make effective data are either not collected or are fragmented decisions for tourism growth and which may result in poor decision making. development. Who is the Manual For? The manual has been designed with the rural tourism stakeholder in mind. This could be a tourism committee advisor member, tourism operator, community, festival or event organizer, or a local tourism association. The intention of the manual is to provide stakeholders at local levels with a better understanding of the importance of knowing who their visitors are and how to take steps to gather relevant information about them. The manual will provide a solid foundation of what to look for when seeking assistance in the process of gathering visitor information. How is the Manual Organized? Section 1 provides an overview of why it is important to understand who the visiting markets are. The reasons for collecting visitor information are identified in terms of marketing initiatives, products, satisfying funding institutions, and developing business plans. Section 2 is a table that identifies what to collect, along with benefits and consequences of different methods. Section 3 has six community and regional initiatives from small to large scale as good examples of collecting visitor information. Section 4 goes in depth into how to collect the information with nine specific steps. Section 5 is a group of resources with examples of visitor survey questions, and agencies to access outside support for visitor collection initiatives. Moving in the Right Direction Collecting visitor information is a collaborative approach where all stakeholders at the local and regional level need to be included. Tourism operators, visitor information centres, communities, and regions need to determine what type of information that is needed about visitors to make business and marketing decisions. Accessing outside agencies for assistance with the development, implementation, collection, and analysis of visitor information will help make sense of the process.

A Manual to Understanding Your Visitor

SECTION 1: The Importance of Understanding Your Visitor

A Manual to Understanding Your Visitor

Section 1: Importance of Understanding the Visitor

Marketing and promotion influence visitors to know where discretionary time and money could be spent. This means communities and regions need to understand the visitor in order to meet the visitors needs. Beyond researching consumer behaviour and market segments, collecting visitor information is vital for communities and regions to make effective business planning and marketing decisions. Ensuring various stakeholders are part of the collection process increases the ownership and quality of the results for decision making processes. Ownership of Information Rural communities need to take the initiative to collect visitor information that is relevant to their local area.

The issue is that often communities lack ability to effectively collect comprehensive visitor information through an approach that fits for that particular area. Often provincial statistics are heavily relied upon by many regions and communities. These statistics may not have been gathered or often do not provide relevant or necessary information for rural areas. What provincial statistics show that visitors have spent may not always match rural communities because of the cost differences of services across the province. Provincial and federal tourism bodies do not have adequate resources to gather visitor information in rural areas, so it is the responsibility of regions and communities. Communities and regions need to take ownership of collecting effective visitor information in order to meets its needs. When provincial, regional, community, business, festival or event visitor information is collected then the data is very complementary to one another. When valid information is jointly collected the information can be developed in order to enhance what is being offered in the province. What is the Purpose of the Information? It is important when considering collecting visitor information to determine the purpose of the data. The data collected would look different for a private entrepreneur, destination marketing organization (DMO), a not-for-profit group, or a community. Nevertheless, to plan and promote tourism it is vital to know the following information: who is visiting the community, why, when, from where, what did the visitor do, how much did they spend, where did they stay, and a host of other questions.

1.1

Marketing Initiatives

Attracting the target market and marketing is an essential part of any tourism initiative. Understanding the visitor is beneficial to marketing initiatives. When an organization understands more about the visiting markets then marketing decisions are informed, based on realistic assessments, and based on up-to-date information. Promotional efforts will be linked directly to the visitor and ensures the visitor is reached in a manner

A Manual to Understanding Your Visitor

that is appealing. An additional result is an increase in potential for marketing success when utilizing visitor data relevant to the community, business, event, or area. When information is gathered locally then regional marketing can be influenced through the increased knowledge of what is happening throughout the area. The information collected often confirms what is already known while helping to determine strategies depending on the outcomes found. When consistent information is collected about the visitor often emerging visitor groups can be identified. Sometimes these groups may not yet be recognized or valued within a community and therefore the potential of this emerging group is underestimated. A complete picture of the visitor allows for the efficient disbursement of marketing resources.

1.2

Effective Product Development

Product development in tourism is developing the experiences and atmosphere that visitors seek, along with the tourism infrastructure that supports it. The typical infrastructure includes transportation and accommodations. In order to effectively develop tourism products an understanding of the visitor is needed. Information gathered will measure the impacts visitors have on a community and consequently businesses. As a result, more opportunities open for the development of new tourism products, enhancing current products, and successful implementation of strategies. Knowing the visitor will also help determine pricing schemes with product development. In essence, When stakeholders know the any investment in infrastructure would be more visitor it is easier to match justifiable when visitor information is present. product to the right target However, it is important to keep in mind that the markets. quality of information is just as significant as collecting visitor information. Equally important is to have a greater understanding of a region and its products. In order to achieve this knowledge an integrative approach is applied. This means linking the visitor information to the regional stakeholders and accurately assessing the information to develop products. This aspect creates an ability to stay both competitive and working in partnerships to attract the visitor to a region, and subsequently, a specific business.

1.3

Grant Proposals

Funders that support tourism development require specific criteria at the point of application and often after funds have been delivered. Accurate and consistent visitor data demonstrates good practice as well as meeting the funders needs. Often the visitor statistics is a necessary prerequisite to gain funding. Likewise, when valid visitor statistics are presented to funders it can increase the worth of not only the application for funding, but on rural tourism as a whole.

A Manual to Understanding Your Visitor

Rural tourism has not had a strong voice when competing for funds with larger centres. When the economic benefits and impacts of rural tourism are not supported by valid statistics this area of tourism may go unnoticed when other tourism organizations seek funding. The funder needs to not only understand the economic feasibility of rural tourism, but to link how visitor information and statistics directs the development of rural tourism.

1.4

Support for Entrepreneurs & Business Plans

Business plans and entrepreneurs go hand in hand. Organizations reviewing business plans not only review the financial feasibility of a plan, but potential and existing customer markets. This information could be retrieved from existing data banks. However, as previously mentioned, visitor market information in many areas is not current or even collected. Constructing Good Business Plans Market information based on visitor statistics would support the development of a well constructed business plan. The visitor statistics would help produce well informed business plans and feasibility studies. In addition, basing a business plan on valid visitor market information would enable the entrepreneur to prove many aspects in a plan.

Good Business Plans can be based on: development and future operations of the business understanding the target market (i.e. customer) ability to understand the viability of the business based on visitor information

Can More Entrepreneurs Be Attracted? Many small communities wish to attract more entrepreneurs. However, what comes first? Developing the businesses or attracting the visitor? Actually, both come first. However, in order for entrepreneurs to want to go to a community there needs to be knowledge about the visitors. This means that when regions, communities, and stakeholders collect and distribute the knowledge about visitor information more entrepreneurs will be attracted to the area. This is because there is reliable visitor statistics available in order to assess the economic feasibility of starting a business and supporting a business plan. Consequently, entrepreneurs will be more aware of the necessary investment capital required.

A Manual to Understanding Your Visitor

1.5

Diversity in Visitor Information

Numerous stakeholders exist in BC, along with diverse regions and communities. Not every community is the same, or has the same type of visitor. A tourism operator on the West Coast may not have the same type of customer as in the interior of BC, even in the same type of business. A visitor attending the fall fair in Northern BC may not exhibit the same traits and spending habits as a visitor attending the music festival in the Kootenay Region. This means that the information collected by stakeholders, organizations, communities, and regions will vary equally as the visitor. Difficulty with Visitor Information The difficulty with visitor information, at any level, is that often visitor information is not collected, out of date, incomplete, random, or at a scale that is not applicable to the local area. Storage of the information can cause issues because at times the information is not stored in a place that is accessible to potential users, or it is provided in ways that inhibit its use. Interpretation and presentation issues can also cause users difficulties accessing information for use in everyday business decisions. Collecting Visitor Information at Different Levels Visitor information at the local level may not be collected for a variety of reasons. It can be expensive to collect the information, depending on the method utilized. It may be difficult to maintain up-to-date information where there are many stakeholders and communities in a large area. The information collected at the local level compared to the regional or provincial level would look quite different. For example, in the accommodation industry larger hotel brands are described and categorized quite differently than accommodations in some rural areas. This does not mean that information should not be collected or is less valuable, but that information will look different. Categories of information that work provincially may not work effectively for the local level. Provincial visitor information is based on several standards, or indicators. Again, these may look different at the local level where tourism products may be categorized in different manners. This means that at the local level regions, communities, stakeholders, and organizations need to set standards for collecting visitor information that suit their needs because different information is required. Provincial level information is important to consider when making decisions at the local level, but in only certain aspects. For example, it would be useful to know the amount of inbound US traffic in order to attract this market. On the other hand, if a community or stakeholder is in Northeast BC the Vancouver Conference attendance numbers would not benefit local decisions.

A Manual to Understanding Your Visitor

In Summary, Understanding Your Visitor Will:

Give ownership of the information at the local level that may not otherwise be collected. Increase the value of rural tourism in British Columbia by showing who the visitor is. Provide timely, relevant data to all stakeholders in order to make wise business decisions. Assist with marketing initiatives to match tourism services to target markets. Guide effective product development that visitors are seeking and gain perspective on what a community and region can offer. Satisfy funding institutions by providing up-dated data. Provide support for entrepreneurs and business plans so well constructed plans can be developed based on up-dated information. Presents a multi-level perspective of who the visitor is and how target markets differ throughout BC with information gathered at local, regional, and provincial levels.

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SECTION 2: Types of Visitor Information to Collect

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Section 2: Types of Visitor Information to Collect

When collecting visitor information it needs to be understood that the information collected at a community, regional, and business or organizational level will be different, yet have some commonalities. An overall foundation to keep in mind is to determine what is needed to know to make effective decisions regardless of the type of organization. The table identifies types of questions to ask in particular areas, describes the information to be collected, and outlines the benefits of knowing that information.

2.1

Comprehensive Table of Types of Visitor Information to Collect

Types of Questions
Origin of visitor Purpose of visit

Description
Where the visitor comes from What is their host country and community Motivations of visitor What draws the visitor: Could range from business, pleasure, attending a special event, visiting friends and relatives, and others What the accommodations consisted of and where Number of nights

Benefits
Assists with marketing plans Increases ability to meet visitor needs culturally when prepared Determine international markets Helps to know what type of market to focus on Motivational factors Assists in knowing what the needs of the visitor could be

Accommodations

Length of stay & length of journey

The length of time the visitor is spending in your area Duration of entire trip

Repeat visitation

How many times the visitor has attended a festival, stayed overnight, frequented the area, or stopped at a business Types of activities engaged in and can include attractions, festivals & events, tours, specialized experiences, dining,

Participation in activities

Assists with pricing, especially seasonality or noticed trends which can also be linked to marketing Provides a comparison May show gaps in types of accommodations that are needed Determines if visit is short or long term: can tailor tourism products/experiences to this Helps to determine allocation of employees Ability to find out if something has changed for the visitor Find out if something needs to change from a marketing or service aspect Opportunities for: improving quality of delivery marketing what to promote

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soft & hard adventure

Use of information sources

Expenditures

Type of sources utilized for discovering the area, event, or business including: web print material type of print material word-of-mouth advertisement, signage & other Outlines purchasing behaviour in terms of what is being purchased and how much

Demographics

Method of travel

Provides a visitor profile pertaining to: Age Gender Family status Education Language How the visitor arrived to the destination could include: Chartered van or passenger bus Camper-van Personal vehicle Back-packing on foot Snowmobile And other modes of transportation

knowing what is popular finding gaps product development environmental management infrastructure development & support aid with overall planning & goal setting Aid in marketing and communication techniques Determine effectiveness of the marketing techniques Guides where to spend marketing dollars Increases opportunities to maximize satisfaction on visitor experiences including welcome, orientation, & information needs Helps to determine income generated in community Assesses community or business sustainability Determines range of amount of spending from low to high Helps decide type of tourism product to offer and capacity to meet demand Ensure businesses can meet various types of spenders Knowing the factors that contribute to visitor habits & choices aid in decision making for marketing and product development Increases understanding of trends amongst certain groups Assists in packaging the tourism product Guides infrastructure development Helps to know what services & amenities to offer Guides where to place promotional material Provides an opportunity to build partnerships with tour companies Opportunities to build in more destination stops with neighbouring communities or businesses

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Visitor party composition

Determines if visitor is individual, couple, family, or group

Satisfaction of the visit

Identifies level of satisfaction of visitor experiences: Throughout trip At interception At various stages of the visit

Helps to determine what services & amenities may be necessary Aids in marketing to specific target markets Provides a broad perspective of what may influence participation in particular activities Increases opportunities to: Meet visitor needs Potential repeat visits What to improve upon What to promote Increases local pride & ownership of positive aspects

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SECTION 3: BC Community and Regional Initiatives

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Section 3: BC Community and Regional Initiatives

Several examples of community and regional initiatives exist in collecting visitor information. Examples range from local to regional levels. Some of these examples have utilized university college students to develop, implement, collect, and analyze the visitor information. Each case study demonstrates differences in each approach, along with strengths and weaknesses of those approaches.

3.1

Type of Initiative: Annual Local Special Event/ Festival

What Is It?

2006 Cowichan Wine and Culinary Festival Visitor Survey conducted in the Cowichan area on Vancouver Island, BC Purpose and Methods of Collecting Visitor Information Purpose: To gain information previously lacking and to assist in future planning. The information gathered focused on where and how the visitor heard about the festival, how many in the group, personal demographics, suggestions for festival improvement, mode of transportation, and purchases made. Method: The Festival Committee initiated its first visitor satisfaction survey for the event in 2006. The festival had been implemented only in the prior year. Festival visitors were asked to fill out a two-page participant satisfaction survey during the three day event. Venue hosts were followed-up with a telephone survey after the event. Volunteers were stationed at various venues for certain lengths of time to inform visitors about the survey and to collect them. Surveys were also placed strategically throughout venues and later collected. All venue hosts were informed about the survey and were asked to encourage visitors to complete the surveys. In addition, volunteers on the shuttle buses handed out surveys. Surveys were completed at the time of receiving it. Some volunteers that assisted with the survey implementation were Malaspina University-College students, Festival Committee members, and community volunteers. Strengths Up-to-date visitor information was received during the festival. Solid visitor information was collected and disseminated to the Festival Committee for future planning. Specific feedback was provided to improve future visitor satisfaction. The overall cost of implementation was low.

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Weaknesses

For more information

There were not enough volunteers to carry out the delivery of the survey to visitors at the festival. There was inadequate communication and time to effectively implement the survey between the Festival Committee, volunteers, and vendors at the venue sites. The value of the survey results was not fully understood by all. The event was un-gated so visitors did not enter at one point. This made it difficult to measure visitor satisfaction and economic impacts compared to a gated entry festival or event with one or two entry points. Contact Carleigh Randall at crandall@shaw.ca

3.2

Type of Initiative: Small Community Based

Gem of the Gulf: Community Based Tourism on Hornby Island, BC (2006)

What Is It?

Purpose and Methods of Collecting Visitor Information Purpose: To gather visitor and resident information to make decisions regarding how to manage tourism growth. A tourism strategy had been developed in order to meet the objectives of the communitys vision. Part of this process included identifying key assets and issues and challenges to overcome in order to move forward with effective tourism practices. Methods: 1) The first phase of the process focused on community. The Hornby Island Economic Enhancement Corporation (HIEEC) implemented a resident survey on tourism. The purpose of this was to seek the level of support for tourism in the community and identify possible strategies. 2) The second phase of the process focused on the visitor. HIEEC obtained funding in order to implement a visitor survey. This process included a researcher to conduct a summer seasonal survey by intercepting visitors leaving the island. The overall premise of the survey was to obtain a visitor profile and visitor perceptions. Students and faculty at Malaspina University-College through the Recreation and Tourism Research Institute assisted with the survey design and analysis. Community meetings were held

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incorporating the information from both surveys during discussions to identify issues and strategies. From this point, a strategic tourism planning process was developed. A group of residents were actively involved in the process. Strengths Relevant local visitor information was gathered, at a relatively low cost due to outside funding. Community involvement was a large part of the overall process which increased value, voice, and power with the information. There was more community and stakeholder buy-in due to the process. Process took longer to implement because more stakeholders were involved. Survey implementation during one season limited amount of information. TRIP website: Case Studies http://www.tripproject.ca/resources.php?page=cs OR http://www.trip-project.ca/uploaded/casestudies/hornby-island-case.pdf

Weaknesses

For more information

3.3

Type of Initiative: Local Tourism Association

A Study of Visitor Profiles in the West Chilcotin Region (BC, Canada) as a basis for Regional Tourism Development (2007)

What Is It?

Purpose and Methods of Collecting Visitor Information Purpose: There was little to no information available about visitors to the West Chilcotin area. The purpose of the information was for the West Chilcotin Tourism Association to utilize the information to: 1) increase visitor numbers, 2) encourage longer stays, 3) increase potential spending in the area, 4) increase participation in local attractions and services, and 5) capture the shoulder and off seasons. The overall objective of the visitor study was to develop a visitor database to assist the tourism association with marketing plans. Methods: 1) The West Chilcotin Tourism Association in conjunction with a student from a German University of Applied Sciences developed a visitor questionnaire. A partnership with the West Coast Chilcotin Tourism Analysis, a Learners Company Project, was created. Tourism operators who were members of the tourism association completed a survey. This

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information focused on the business, special features, and estimated figures about visitors. This information was compared to the results of the visitor survey. Some businesses did not participate for various reasons. 2) A visitor study that was carried out through July to October 2006. The two page survey was channelled to visitors through tourism businesses in the regions with 150 surveys returned. Visitors were not eliminated based on day trip versus longer stays. Comprehensive visitor information was collected. 3) In addition to the visitor survey, existing sources of information about visitors was used, as well as discussions with stakeholders and site visits. A SWOT analysis of the area was completed. Through discussions with stakeholders it was recognized that visitors were not stopping as long or making the West Chilcotin a primary stop. Strengths The study produced solid results that were not present prior. The process of local community and stakeholder collaboration began. Some valid numbers and information was provided and shared that provided a foundation to move forward with tourism planning and marketing. Weaknesses The process required a number of stakeholders to participate and cooperate and this seemed challenging to get everyone on board. Not all markets were present because of low stakeholder participation. The return rate from visitors was small and may not provide a complete picture. The surveys were completed at different times during the visit which resulted in a lack of information about the entire trip. For more Land Without Limits (DMO) information http://www.landwithoutlimits.com/Travel_Industry/Resources/Studies_Available_At_CCCTA and look for A Study of Visitor Profiles in the West Chilcotin Region (BC, Canada) as a basis for Regional Tourism Development

3.4

Type of Initiative: Local Visitor Centres

What Is It? Value of the South Cariboo Visitor Centre (2006). Purpose and Methods of Collecting Visitor Information Purpose: The Research Services branch of Tourism BC has developed a methodology that Visitor Centres can use to measure the impact of the Visitor Centre on visitor travel behaviour. This example is one of several local BC Visitor Centres that have participated over the last five years. The South Cariboo Visitor Centre had the following objectives: 1) profile visitors and 2) measure the influence the South Cariboo Visitor Centre has on the decision-making process of travellers in BC. Such decisions include

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length of stay, expenditures, and selection of additional or alternative activities, attractions, or destinations. Methods: Between June 4 and September 4, 2006, 2,100 people were interviewed at the Visitor Centre and a main heritage attraction site. Two locations were used in order to compare typical traveller behaviour in the region to those travellers utilizing the Visitor Centre services. A mail-back survey was also utilized to gather further details about visitor motives, planning, experiences, understanding visitor perceptions of the area after completion of the trip, and to compare mid-trip and post-trip perceptions regarding the Visitor Centre impacts on visitor behaviour. Return numbers on the mail-back survey were 525, and 1,299 interviews were conducted. Information that was gathered demonstrated that visitors do use Visitor Centre services (between 26-38% prior to trip planning) and 55-71% during travel. However, travel guides, past experiences, and recommendations from friends and relatives also played a significant role with travel decisions. Strengths Detailed visitor profiles of the South Cariboo region were portrayed. The information will help determine a way to meet visitor needs and visitors utilizing Visitor Centre services. Ability to connect the visitor profiles to target markets for a marketing plan with the new information. A potential opportunity was noticed to develop a marketing plan to target visitors currently not using the Visitor Centre, such as those visitors spending time with friends and family. The shoulder and off-season visitors were not included in the process so there are gaps of information. Visitors who connected to the Visitor Centre through phone calls and email inquiries were not included. Tourism BC Regional Profiles Research http://www.tourismbc.com/special_reports.asp?id=2065

Weaknesses

For more information

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3.5

Type of Initiative: Regional Partnership Approach

Northern Rockies- Alaska Highway Visitor Research Project (2003)

What Is It?

Purpose and Methods of Collecting Visitor Information Purpose: To provide data on the characteristics and volume of travellers along the highway and to support marketing plan design and product development in the Northern Rockies- Alaska Highway region. Several sponsoring partners assisted with the project financially or with in-kind services. These partners included eleven local, regional, provincial, and national organizations. Other partners included BC Parks, Visitor Information Centres on-route, and local tourism operators.* Methods: 1) During the peak travel season from mid-May to end of September 2003, 3,259 random interviews were conducted at two Visitor Information Centres, four attractions/museums, and three campgrounds in North-eastern BC. Interviews were conducted with hand-held Palm Pilots with a special program. Target visitors included those travelling to or through the area, except for visitors participating in day trips or for personal reasons, working in the area, or part of a tour group. 2) In the fall, 1,900 follow-up surveys were mailed to the intercepted visitors with a 59% response rate. 3) A third part of the process included a vehicle count travelling the highway. This was implemented with highway permanent traffic counters and viewing stations. Interviewers were hired by Tourism Dawson Creek and Northern Rockies Regional District. Strengths Rich, relevant, and timely data was gathered over a length of time. A high response rate was received. Some of the results coincided with Tourism BC findings, such as demographics of visitors utilizing Visitor Information Centres. A variety of methods was used to gather the information. The information gathered was very comprehensive. This information could be utilized to help Regional Destination Marketing Organizations develop a more relevant marketing plan.

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Weaknesses

For more information

The information would be useful for local operators to have a clearer understanding of the visitor for tourism planning and development. The process was expensive to implement. This entire process would be expensive and impractical to implement every year. The shoulder and off-season visitor information was not gathered. Dissemination of the information to all stakeholders in a relevant, easy to read package could be challenging. (NRATHA sponsored a number of presentations in the area and the presentation documents were the main communication tools) Tourism BC http://www.tourismbc.com/special_reports.asp?id=2065

* The project was developed and implemented by Sarah Adams of Tourism BC, but it was the result of the local tourism association, Northern Rockies-Alaska Highway Tourism Association (NRAHTA), convincing Tourism BC (and other partners) of the need for the project. NRAHTA was able to successfully mobilize provincial and national organizations with the expertise and resources to conduct the study by first stimulating interest and awareness about the importance of tourism research and identification of visitors through a local initiative. By first creating local interest and involvement, effective partnerships were created regionally, provincially and nationally. The key to the success of the study was the partnerships, collective awareness and community spirit that had been stimulated through the original local initiative, partners expertise, and the commitment of Tourism BC to support NRAHTAs goals. The findings have formed the basis of decision making in all the activities undertaken by NRAHTA and serve as a resource for future planning.

3.6

Type of Initiative: Regional Destination Marketing Organization

Winter Visitor Survey Results (2003) for 6 of 7 Regions on Vancouver Island

What Is It?

Purpose and Methods of Collecting Visitor Information Purpose: The overall purpose of the visitor survey was to learn the needs and expectations of the tourism markets arriving on Vancouver Island Region, as well as visitors traveling between regions on Vancouver Island. The results assisted in the following ways: 1) determining demand for tourism products, 2) developing a scale and value of the tourism market, 3) visitor preferences, and 4) assessing future tourism demands. A Manual to Understanding Your Visitor 22

This study was part of a larger project called Tourism Labour Market Research. The Recreation and Tourism Research Institute at Malaspina University College and Tourism Vancouver Island worked in partnership with the study. Funders included the federal government through Human Resources Development Centre of Nanaimo. Methods: Visitors were intercepted by researchers throughout six regions within the Tourism Vancouver Island region between January and March. The results were 1,498 completed visitor surveys. Upon prior approval, six specific areas of visitor intercept were determined in order to catch the largest possible number of visitors. These areas included sites within the tourism sectors of: accommodation, transportation, visitor information centres, outdoor recreation and sport operations, attractions (including festivals and events), and arts and culture. Visitors were randomly selected and asked to participate with a written survey. A detailed profile of the visitor was compiled. Strengths In conjunction with the other studies a balanced all-round seasonal profile is examinable and useful. There is the ability to link labour market resources to visitor demand based on the survey results. The process could be adapted to other areas of BC. The information is very useful to local tourism operators. The information could be used to develop business plans and satisfy potential funders. Weaknesses Costly to implement without additional support. Reaching the tourism operators with the information may be challenging. The amount of information is overwhelming and needs to be streamlined for more practical use, along with linking it to more seasons for easy analysis. The value of the information needs to be communicated in order to have potential partners participate in future collection. For more information Tourism Vancouver Island http://www.tourismvi.ca/research/index.php

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In Summary, the BC Community and Regional Initiatives Show: How different levels of stakeholders can work collaboratively together. Working with regional partners creates an effective way of building networks. Incorporating outside agencies assist with the overall success of collecting and understanding visitor information. Strengths and weaknesses can be seen from various approaches and be used as a benchmark for tracking success in collecting visitor information. Moving from local up to provincial levels creates different ways visitor information is collected, along with what is collected in order to fit the purpose.

SECTION 4: Steps to Initiate a Visitor Study

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Section 4: Steps to Initiate a Visitor Study

There are several aspects to consider when initiating a visitor study. Foremost, in order to gather quality information time and money are necessary. Without applying the time and funds that are needed there will be limitations to the quality of the data that results. The target audience of the information is a vital consideration. A business owner, festival and event organizer, or community tourism task force committee would look at the information from different perspectives. How Do I Initiate the Steps? Independently collecting visitor information can be done. However, it can be overwhelming, difficult to implement, hard to understand the information, and time consuming. Soliciting support from sources that have experience developing and implementing a survey is Accessing outside supports will best. The results will be complete, understandable, help in developing, implementing, managed professionally, and overseen by you in and understanding the visitor order to meet the communitys needs and purpose of information. collecting the information. Sometimes there is a fee, but there may be grants available to communities or organizations. Outside supports include: 1. Independent professional consultants or research groups. 2. Working with universities or colleges close to your area (Section 5.3). 3. Contact Project Coordinator of Tourism Research Innovation Project (TRIP) (Section 5.4). 4. Contact tourism related research institutions (Section 5.4). 5. Collaborating with regional partners in your area. 6. Consult with Tourism BC in the research department (there is no fee but usually an in-kind contribution is needed) (Section 5.4). 7. Consult with Ministry of Tourism, Culture, and Arts in the research department (Section 5.4).

4.1

Steps to Help You Know How to Move Forward

Purpose of Information

Step 1:

This step is the building block of the foundation of good practice for understanding the visitor. At this point, whatever group is collecting information needs to ask why? Some of these reasons may fall under economics, internal performance, marketing, planning and development, and collaboration.

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Purpose of Collecting Information

General Marketing Planning and Development Collaboration Build a more complete picture of tourism within the community or area Assess visitor satisfaction Determine how tourism contributes to the local economy Determine possible factors affecting visitor spending Satisfying funders, current or potential Competitive positioning Learn how to manage local resources and environment Able to develop and set standards related to the information gathered To determine market readiness Develop a marketing and promotional plan Understand current target markets Increase understanding of trends and emerging markets Increase understanding of visitor cycles; comparative analysis Determine how one type of visitor can differ from another Assist with overall tourism planning Determine pricing policies for whatever the context Assess supply and demand Making decisions about product development Monitoring and evaluation Allocation of resources, whether financial, volunteers, staff, and so on Build networks and partnerships with other businesses, events, organizations, and communities Look for opportunities to work together to create more tourism experiences based on visitor information

Economics

Internal Performance: How Are We Doing?

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Step 2:

Types of Visitor Information Needed

Types of visitor information gathered should reflect the organization that is collecting it, whether a business, community, or region. Information that is collected will focus on visitor attributes, habits, characteristics, and an overall profile of the visitor. The information will provide a clearer representation of the visitor, visitor impacts, and visitor needs. Linking the type of visitor information that is needed to the purpose will help guide the collection process.

Types of Visitor Information To Collect

Origin of Visitor Purpose of Visit Party composition Type of expenditure Amount of expenditure Size of party Length of stay

Length of overall trip

Usage of tourism information sources Point of origin

Impressions

Satisfaction level

Activity participation

General demographics Festival participant (if applicable)

Method of travel Intentions related to festival attendance

Accommodation Repeat usage visitation

Expenditures related to festival attendance

Step 3:

Stakeholder Involvement

A joint approach when collecting visitor information equals maximum success in the benefits of tourism in rural communities. A cross-section of and multi-number of stakeholders at various levels is necessary for the collection of visitor information. This collaboration will increase the quality of the results for the decision making processes related to tourism. The way the visitor information affects each business, organization, and region will Collecting visitor information at be different and therefore, vary on how to collect the the local level necessitates that information. A cooperative approach in the all stakeholders be involved to collection process will increase the reputation and create success in the process. destination potential of any related tourism business, organization, or region. A Manual to Understanding Your Visitor 27

Step 4:

Approach or Method

Choosing the appropriate method for the type of visitor information to be collected will lead to success for the end results. Any data collection requires resources in terms of people, funds, and technical knowledge. The cost of visitor collection depends on the method and how much data is being collected. Technology is required to implement the process. A set of procedures will ensure clarity and consistency for collecting the data. Where and When Does the Information Get Collected? Another key consideration is identifying where and when to collect information. Strategic positions such as in the community or region, at an event or attraction, and timing when collecting information will help reach the visitor most effectively. Ideally, collecting information should be over a period of time in order to conduct a fair comparison, collect adequate information, and have a fair representation of the types of visitors. The value of the survey is highly dependent on the fact that interviewed visitors need to be representative of all types or groups of visitors. For example, this means that interviewing 20 out of 400 people at a festival may not reflect the groups that may have attended such as families, young adults, seniors, singles, or other types of groups. How Do We Know Which Approach or Method to Use? There are several approaches and methods that can be used to collect visitor information. Each approach has both disadvantages and advantages that have to be weighed out. Linking back to the purpose of collecting the information, connecting to an outside resource, and determining the resources available to carry out the process will help determine what to do.

Methods and Approaches to Collecting Visitor Information

Method or Approach
Observation

Description
Anecdotal recording of visitor behaviour Engaging in dialogue during interactions

Advantages
Completed in real-time

Disadvantages
Costly to implement Can be considered invasive Information may not get recorded Insufficient information collected Costly Time consuming What to do with refusals Requires some training

Informal interviews

Face-to-face interviews

Reaching visitors in the actual setting to discuss open-ended questions

Natural and personable No-cost Increases visitor satisfaction High response rate More representative of visitor types Flexible to type of data to collect & expectations Able to ask & answer questions

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Survey

Intercepting visitors at any type of site, including accommodations, with a questionnaire

Good recall rate Easy to implement Many visitors can be intercepted

Survey (mail)

Mailing a questionnaire to past visitors

Can tailor to interviewee time frame

Web-based surveys A survey conducted via web mail

Telephone survey or interview

Direct dialling past visitors with a questionnaire to guide interview

Timing can determine recall Completed after entire visit Quick to implement Can be easy to implement & interpret data Fairly inexpensive

Visitor comment cards

A small index type of card with specific, short, and quick questions

Quick Inexpensive to develop Shows interest in visitor satisfaction

Exit survey

A survey that is used upon departure; especially relevant at a festival/event, or a guided tour group leaving an area

Visitor has finished visit Can access all exit points

Data needs to interpreted for distribution May have smaller response rate Time consuming Visitor may not have finished visit Could be less representative Potential poor response rate Difficult to get contact information from visitors and permission to send a mail survey. Proper implementation is expensive Need some information about visitor prior in order to reach them Can be perceived as invasive Expensive Need some information about visitor prior in order to reach them Relies on technology May not access adequate number of visitors Requires collection of some prior information of visitors May not be seen by visitor Could be difficult to determine who to collect Easy for stakeholder to lose May result in an unrepresentative (biased) sample Data needs to interpreted for distribution May have smaller response rate Time consuming

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Step 5:

Develop a Tool to Collect Information

A tool is necessary to collect visitor data effectively and consistently. Establishing a good tool at this step will ensure that the information received is informative and applicable. The tool can be a survey, visitor card, questionnaire for interviews, or a mailout survey. Questions should be both open-ended where visitors can have space to answer freely, and close-ended where answers are either circled or checked off. The tool needs to be clear, easy language, user friendly, and short. See the resources section for some examples of questions.

Step 6:

Analyze Results

At this point there is a wealth of information ready to interpret. Developing a method to analyze the results will ensure clarity and consistency for processing the data. Tips to Analyze Results 1. Determine who will manage, maintain the system, and keeps personal information confidential 2. Use a system that is inexpensive and that most people can use (such as Microsoft excel) 3. Accessibility to and retrieving the information is important 4. Create a data base 5. Make the data base easy to amend 6. Create data entry forms 7. Do the input a. Ensure related data can be linked b. Ensure accuracy c. Pull together responses into themes that make sense, without changing meaning 8. Create charts and reports that are meaningful a. Use percentages or averages based on responses 9. Keep in mind the audience, or receiver of the information a. Audience can be local, regional, not-for-profit, or private

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Step 7:

Sharing Results

The bottom line is that visitor information is valuable. Sharing the information with all stakeholders ensures all members benefit in the overall market share in tourism. Developing a method to circulate the information in a clear and consistent manner is part of this step. How often this sharing, or reporting takes place needs to be considered. Sometimes quarterly or annual reports can be distributed. When information is gathered throughout the year and managed well, then information can be easily distributed as needed. Tourism research branches, such as the World Tourism Organization, recommend that information be presented in a way that is easily understandable, interesting, useful, and meaningful in order to be utilized effectively. In order to reach all stakeholders and relevant audiences, findings of the study need to be shared in a variety of user-friendly manners. In the example of the Visitor Survey undertaken by Tourism Vancouver Island (Section 3.6) a variety of different methods were used to ensure the data was accessible and utilized by the stakeholders involved as well as the public interested in the findings. The information gathered was made available in the following ways: 1. The report was made available for downloading off the Tourism Vancouver Island website (the number of downloads were then able to be tracked); 2. Media releases occurred at various times throughout the study process and again upon completion; 3. Presentations were created with the findings and used during a Speaker Series tour on Vancouver Island; 4. Regional Profiles were created for each region of Vancouver Island that organized the findings into charts and graphs for visual interest and ease of comprehension. Other methods that can be effective to share the findings of a study include: Poster presentations Brochures Videos or DVDs

Step 8:

Knowledge Management and Decision Making

The information needs to be used for problem solving and decision making regarding tourism planning. The information collected at the local level in rural communities will enhance the provincial information. Together, the information will address current issues and interests. Linking the data back to the particular purpose of collecting the visitor data will help channel the information to the appropriate place. This means that the information will need to be relevant to the various stakeholders.

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Types of Decisions General Goal setting Monitoring tourism Forecasting in general Affirming what is already known or assumed Meeting visitor needs and satisfaction Cost and economic benefit analysis Financial management Business plans Supporting existing businesses Business opportunities Feasibility studies Satisfying funding institutes Environmental management

Economic

Internal Performance: How Are We Doing? Marketing Planning and Development

Marketing strategies Planning for capacity and infrastructure of an area, event, or attraction Product development Creating policies

Collaboration

How can we work together to deliver tourism experiences?

Step 9:

Evaluation and Monitoring

No matter what the organization, scheduled monitoring and evaluation of the collection of visitor information is essential. Tourism is fluid in nature and is reactive in many ways. This means keeping updated on the collection process and dissemination of the information to stakeholders will help with the success of tourism planning. Part of the monitoring step includes re-evaluating the previous discussed steps. Maintaining collaborative partnerships with stakeholders ensures this step is managed easily.

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Summing Up the Steps to Initiating a Visitor Study Utilize agencies or partners in the tourism industry to provide a particular level of expertise. Be familiar with the steps of collecting visitor information to have effective knowledge of what to expect. Know that the process does take time and money but the benefits will be quality information. Step 1: Purpose of Information: Understand why the information is being collected. Step 2: Types of Visitor Information Needed: Fit the types of information needed to the user. Ensure a breadth of questions is asked to obtain the required information. Step 3: Stakeholder Involvement: All stakeholders need to be involved in order to build a comprehensive picture of all target markets. Step 4: Approach or Method: There are several methods to collect visitor information that have disadvantages and advantages with each. Step 5: Develop a Tool to Collect Information: Developing an effective tool with questions that evoke in-depth answers from visitors will be more helpful in the long run. Step 6: Analyze Results: Visitor information needs to be compiled in a way that makes understanding the information easier. Make managing the system an easy method. Step 7: Sharing Results: Tourism is a collaborative process and sharing the information in a timely manner with all stakeholders ensures overall tourism success. Step 8: Knowledge Management and Decision Making: Good visitor information makes tourism planning and growth decisions more relevant and effective. Step 9: Evaluation and Monitoring: Re-evaluate that the process is working for all stakeholders. Check to see if the collection tool needs to be changed if adequate information is not being received.

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SECTION 5: Resources to Help You Succeed

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Section 5: Resources to Help You Succeed

There are many examples of survey and interview questions. These examples give an idea of what to ask and how to ask for specific information.

5.1

Examples of Visitor Survey Questions

Where do you normally live? (Please state country if outside of Canada)

Origin of visitor

Purpose of visit

What is the purpose of your visit? Visiting friends or relatives Business Both business and pleasure Pleasure Other (medical, shopping, funerals, etc ) How many nights did you spend in [community]? What type of accommodation did you use? Bed and breakfast Hotel/motel Campground Stayed with friends or relatives Other: Please specify How long was your visit? Half a day Full day Stayed one night Stayed ____ number of nights Is this your first visit? (Yes or No). If yes, how many times have you been here before? If it were possible, how likely is that you would want to return here? What activities did you participate in while in the community? (provide list) Which facilities and services did you use while in the community? (provide list)

Accommodations

Length of stay & length of journey

Repeat visitation

Participation in activities

Use of information sources

How did you hear about [community, region, business, festival/event]? Poster Television advertisement Brochure Read a review Advertisement in newspaper

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 Expenditures

Internet Email promotion Other advertisement Word of Mouth Article Other (please specify)

Please estimate how much money you spent per day in the following categories: Provide a scale such as $0 ___ $1-$50 ___ $51-$100 ___ $101-$200 ___ over $200 __ Accommodations Meals Recreational activities Groceries Transportation Souvenirs Miscellaneous How many people in your party are included in this estimate? What gender are you? Male ___ or Female ___ What is your age? under 12 ___ 12-17 ___ 18-39 ___ 40-51 ___ 52-65 ___ 65 or older ___ Do you have children living in your household? Yes or No What is your average household income? o Under $20,000 o $20,000-29,000 o $40,000-59,000 o $60,000-79,000 o $80,000-99,000 o Over $100,000 Education level (provide list)

Demographics

Method of travel

Visitor party composition

How did you arrive to the [community]? Aircraft (type) Rented vehicle Own vehicle RV Rented RV How many people, including you, were in your travel party? Number of people ___ How many of these people were: under 12 ___ 12-17 ___ 18-39 ___ 40-51 ___ 52-65 ___ 65 or older ___ Overall, how satisfied are you with your visit here? How strongly would you recommend this [community, site, attraction, business, etc] to friends? What was especially good about your visit here? Was there anything disappointing about your visit? If anything, what would you suggest to improve?

Satisfaction of the visit

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5.2

Examples of Festival Focus Questions

These questions are in addition to the previous type of questions for visitors in order to capture the differences in the type of visitor that attends a festival or event. Types of Questions
Promotion Accommodation Related

Questions
How did you find out about the festival? How many days in total will you be spending in the area as a result of attending this event? During this visit, are you staying in [community] or the region? Is this your first visit to [community]? In what capacity are you taking part in the event? Participant Volunteer Other Have you, or will you, be purchasing any good or services while either visiting the area or attending the event? How much do you estimate you and your party will spend in total in the area during the event on the following items? How many persons are covered by these expenditures? Would you have visited [community] this year had the event NOT been hosted here? During your stay have you visited or plan to visit other attractions in [community]? Now that you have visited [community] are you planning to return within the next year?

Participation

Spending Habits

Intentions

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5.3

Post-Secondary Institutions

To look for outside support for the development, implementation, and interpretation of a visitor survey there are several post-secondary institutions to access. Contact the Department Secretary or head person of the particular program that is closest to you. Every post-secondary institution calls a tourism and recreation program something different, so it depends on your needs which program is better for you to link to. The table identifies the British Columbia institutions and the tourism, recreation, and hospitality programs.

Post Secondary Institution

British Columbia Institute of Technology (BCIT) 3700 Willingdon Ave, Burnaby, BC V5G 3H2 604-434-1610 Web: www.bcit.ca Camosun College 3100 Foul Bay Road, Victoria, BC V8P 5J2 250-370-3550 or 1-877-554-7555 Web: info@camosun.bc.ca Email: info@camosun.bc.ca Capilano University North Vancouver Campus 2055 Purcell Way, N. Vancouver, BC V7J 3H5 604-986-1911 Sunshine Coast Campus 5627 Inlet Avenue, Sechelt, BC V0N 3A0 604-885-9310 Squamish Campus 1150 Carson Place, Squamish, BC V0N 3G0 604-892-5322 Web: www.capcollege.bc.ca College of New Caledonia 3330 22nd Ave, Prince George, BC V2N 1P8 250-562-2131 or 1-800-370-8111 Web: www.cnc.bc.ca Additional Campuses in: Quesnel, Lakes District, MacKenzie, Nechako, and Valemount. College of the Rockies Cranbrook Campus 2700 College Way, Cranbrook, BC V1C 5L7 250-489-8243 or 1-877-489-2687 Web: www.cotr.bc.ca Additional Campuses in: Creston, Fernie,

Tourism, Recreation, or Hospitality Program

Marketing Management Diploma in Tourism

Tourism Certificate Certificate in Travel Counselling Business Administration Diploma-Tourism Management Golf Management Diploma Aboriginal Tourism Operations Certificate Certificate in Advanced Tourism Studies Tourism Event Management Certificate Wilderness Leadership Certificate Advanced Wilderness Leadership Certificate Mountain Bike Operations Certificate Destination Resort Management Diploma Outdoor Recreation Management Diploma Tourism Management Co-op Program Tourism Management for International Students Bachelor of Tourism Management Northern Recreation and Ecotourism Certificate Tourism and Administration Certificate

Mountain Adventure Skills Training River Rafting Guide Training and Certification Certificate in Adventure Tourism Business Operations Event Management Certificate

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Golden, Invermere, Kimberley.

Vancouver Island University 900 Fifth Street, Nanaimo, BC V9R 5S5 250-753-3245 Web: www.mala.ca Native Education College 285 E. 5th Ave, Vancouver, BC V5T 1H2 Web : www.necvancouver.org

North Island College Campbell River Campus 1685 South Dogwood Street Campbell River, BC V9W 8C1 1-800-715-0914 Web: www.nic.bc.ca Additional Campuses and Centres in: Bella Coola, Comox Valley, Cortes Island, Gold River, Port Alberni, Port Hardy, and Uclulet. Northern Lights College Atlin Campus 2nd Street Atlin BC, V0W 1A0 250-782-5251 or 1-866-463-6652 Web: www.nlc.bc.ca Additional Campuses in: Chetwynd, Dawson Creek, Dease Lake, Fort Nelson, Fort St. John, Hudsons Hope, Tumbler Ridge. Northwest Community College 5331 McConnell Ave, Terrace, BC V8G 4X2 1-877-277-2288 Web: www.nwcc.bc.ca Additional Campuses in: Hazelton, Houston, Kitimat, Masset, Nass Valley, Prince Rupert, Queen Charlotte City, Smithers and Stewart. Okanagan College Kelowna Campus 1000 KLO Road, Kelowna, BC V1Y 4X8 Web: www.okanagan.bc.ca Additional Campuses in: Salmon Arm, Vernon, and Penticton. Royal Roads University 2005 Sooke Road, Victoria, BC V9B 5Y2 250-391-2528 or 1-778-6227 Web: www.royalroads.ca

First Nations Tourism Certificate International Expedition Leadership Certificate Adventure Tourism Business Operations Diploma Tourism Management Diploma Event Management Certificate Tourism Studies Diploma Recreation and Sport Diploma Bachelor of Tourism Management First Host Certificate Workshop Aboriginal Interpreter Credential Program Aboriginal Ecotourism Field School Aboriginal Tourism Operations Certificate Aboriginal Tourism Management Diploma Entry Level Technical Skills Certificates Travel Counselling Coastal Adventure Tourism Certificate Adventure Tourism Diploma Tourism and Hospitality Management Diploma

Northern Adventure Tourism Certificate

Tourism Programs (being planned)

Hospitality and Tourism Options

Bachelor of Arts and Masters in International Hotel Mgt Graduate Certificate in Tourism Leadership Graduate Certificate in Destination

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 Selkirk College 820 Tenth Street, Nelson, BC, V1L 3C7 1-888-953-1133 Web: www.selkirk.ca Additional Campuses in: Castlegar, Grand Forks, Kaslo and Trail. Thompson Rivers University 900 McGill Road, Kamloops, BC V2C 5N3 250-828-5000 Web: www.tru.ca/tourism.html Additional Campuses in: Burnaby and Williams Lake.

Development Graduate Certificate in Sustainable Tourism Golf Club Management and Operations Resort and Hotel Management Ski Resort and Operations Management

University of Northern BC 3333 University Way, Prince George, BC V2N 4Z9 250-960-6306 Web: www.unbc.ca Yukon College 500 College Drive, Whitehorse, Yukon Y1A 5K4 1-800-661-0504 Web: www.yukoncollege.yk.ca

Aboriginal Tourism Certificate Event Management Online Certificate Adventure Guide Diploma Events and Conventions Mgt Diploma Resort and Hotel Mgt Diploma Sport Event Mgt Diploma Tourism Management Diploma Bachelor of Tourism Management Bachelor of Arts in Nature Based Tourism Management

Tourism Studies and Management Certificate Tourism Studies and Management Diploma

Post Secondary Institutions

______________________________________________________________________ For post secondary institutions that are not related to tourism the following website lists all post secondary institutes in BC. BC Ministry of Advanced Education. http://www.aved.gov.bc.ca/institutions/welcome.htm

A website that links to all tourism and recreation related programs is the Tourism and Hospitality Education Network - LinkBC. Website www.linkbc.ca Another website that is a comprehensive tool for tourism instructors and students, business operators, community leaders and BC First Nations is Tourism On-line Resource Centre. Website http://www.bctli.ca/main/index.php?torc

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5.4

List of Tourism Related Institutions

Recreation and Tourism Research Institute ______________________________________________________________________

The Recreation and Tourism Research Institute promotes awareness about the vital role research should make in decision making in leisure management. Faculty in the institute respond to requests from the field and then assemble research teams with a range of expertise to undertake projects. The Institute creates alliances between researchers, practitioners, students and communities that result in a) enhanced information for decision making, b) innovative community initiatives, c) increased public awareness, d) educational opportunities, and e) contributions to public policy debates. Recreation and Tourism Research Institute: Vancouver Island University 900 Fifth Street, Nanaimo, BC V9R 5S5 (250) 753-3245 Local 2772 Email: nicole.vaugeois@viu.ca Web: http://web.mala.bc.ca/vaugeois/courses /RTRI/default%202.htm Coordinator & BC Regional Innovation Chair in Tourism and Rural Sustainable Development Nicole L. Vaugeois

Centre of Tourism Policy and Research ______________________________________________________________________

In its leadership role, the Centre for Tourism Policy and Research: provides a focal point for graduate level studies and professional development education with a distinctly integrated resource and business management orientation encourages and conducts policy, planning and management research designed to enhance the effective and sustained use of the tourism resource base facilitates the distribution of leading edge policy, planning and management information through the development and delivery of tourism seminars, workshops, conferences and publications provides access to a wide range of high quality tourism and recreation market databases

Centre of Tourism Policy and Research: Simon Fraser University

8888 University Drive, Burnaby, BC V5A 1S6 604-291-3074 Email: peterw@sfu.ca Web: http://www.sfu.ca/~dossa/

Director, Peter Williams

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Tourism Research Innovation Project (TRIP) ______________________________________________________________________

The Tourism Research Innovation Project (TRIP) is the first of its kind to address the need for enhanced knowledge exchange in tourism development within rural areas. The goal of TRIP is to locate and share resources that support tourism development in rural areas among all stakeholders, community leaders, government agencies, students, and academic institutions. Tourism Research Innovation Project (TRIP): Department of Recreation and Tourism Management at Vancouver Island University 900 Fifth Street Nanaimo, BC V9R 5S5 Phone: (250) 753-3245 Local 2772 Email: Nicole.Vaugeois@viu.ca Website http://trip-project.ca/ Project Coordinator, Nicole L. Vaugeois

Tourism British Columbia ______________________________________________________________________

Tourism British Columbias mandate is to support and promote tourism throughout the province. Tourism BC is a professional marketing organization structured to develop and deliver programs and services to attract visitors to BC. The Research Services Department engages in research of the tourism industry. The goal is to provide stakeholders with information to enhance the effectiveness of future marketing and development projects. Tourism British Columbia Research Services Research Services, PO Box 9830 Stn. Prov. Govt. Victoria, British Columbia, Canada Richard Porges V8W 9W5 Phone: 250-387-1567 or 1-877-877-8811 (messages) Fax: 250-356-8246 Email: research@tourismbc.com Website http://www.tourismbc.com/template.asp?id=2

Ministry of Tourism, Culture, and Arts ______________________________________________________________________

The Ministry of Tourism, Culture and Arts is a branch of the provincial government with the overall premise to encourage tourism and tourism development in BC. The Ministry helps coordinate the tourism-related efforts of individuals, small and medium-sized businesses, large corporations, local and provincial public sector organizations, volunteer agencies, and all levels of government throughout the province.

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Several branches carry out the Ministry mandates of developing policies, plans, and programs. Contacting the policy and business research department will help with the process of collecting visitor information. Ministry of Tourism, Culture, and Arts: British Columbia 5th Floor - 800 Johnson Street Victoria BC V8W 9W1 250- 952-0616 Email david.buchan@gov.bc.ca Website http://www.gov.bc.ca/tsa/ David Buchan, Manager, Policy and Business Research

5.5

On-line Resources

Canadian Tourism Commission. (Vol. 2 Issue 5 May 2005). Tourism Online: Understanding performance evaluation. http://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath =templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05 &path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Ci ndustry%5Cperformance_evaluation Cariboo Chilcotin Coast Tourism. (2008). http://www.landwithoutlimits.com/Travel_Industry/Resources/Studies_Available_At_CCCTA Highland Business Research. (2007). Tracking tourism: The tourism research blog. http://blog.highlandbusinessresearch.com/2007/10/15/why-joined-up-visitor-data-should-betop-of-the-tourism-industry-wish-list/ Tourism BC. (2003). The value of tourism. http://www.tourismbc.com/PDF/Value2003%20Book_FINAL.pdf Tourism BC. (2006). Survey Procedures for Festivals, Events and Permanent Attractions: The Guidelines Project. http://www.tourismbc.com/template_list_research.asp?id=7147

University of Minnesota Tourism Center. (2006). How to do an advertising effectiveness study via mail survey (Conversion Study). http://www.tourism.umn.edu/research/surveyhowto.html Wober, K. (n.d.) Information supply in tourism management by marketing decision support systems. Austria: Institute for Tourism and Leisure Studies. [Electronic Version: http://tourmis.wu-wien.ac.at/material/tourmis_wp_TXE.pdf].

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5.6

General Resources

Che, D., Veeck, A., & Veeck, G. (2005). Sustaining production and strengthening the agritourism product: Linkages among Michigan agritourism destinations. Agriculture and Human Values, 22, p 225-234. Eagles, P. & McCool, S. (2002) Tourism in national parks and protected areas: planning and management. Wallingford, UK: CABI Pub. Ford, H. (2001). The future of the United Kingdom tourism survey. Tourism statistics: international perspectives and current issues, pp 283-397. Hall, D. & Roberts, L. (2001). Rural tourism and recreation: principles to practice. Oxon, UK: CABI. Hall, D., Roberts, L., & Mitchell, M. (Ed.). (2003). New directions in rural tourism. Hants, England: Ashgate. Hardy, A. (2005). Using grounded theory to explore stakeholder perceptions of tourism. Journal of Tourism and Cultural Change. 3(2), 108. Henning, S. (1996). Developing a rural tourism marketing strategy based on visitor profiles. Louisiana Agriculture, 39(1), 8-9. Kozak, M. (2004). Destination benchmarketing: concepts, practices and operations . Wallingford, UK: CABI Pub. Lennon, J. (Ed.). (2001). Tourism statistics: international perspectives and current issues. London, UK: Continuum Books. Perdue, R. (1995). Traveler preferences for information centre attributes and services. Journal of Travel Research. 33(4), 2-7. Ralston, L. & Hamilton, J. (1992). The application of systematic survey methods at open access special events and festivals. Visions in Leisure and Business, 11(3)18-24. Randall, C., Nicholson, J., Mead, C., Shepherd, J. (2006). Cowichan wine and culinary festival evaluation report. Report presented to Cowichan Wine and Culinary Festival Committee, Duncan, BC. Smith, W.W., (2007). Social desirability bias and exit survey responses: The case of a first nations campground in Central Ontario, Canada. Tourism Management, 28(3), 917-919. Steel, B.F. (2001). Tourism statistics: international perspectives and current issues. Tourism and Publicity Department, Wellington , New Zealand, 11, 3-6. Swarbrooke, J., & Horner, S. (1999). Consumer behaviour in tourism. Burlington, MA: Elsevier Butterworth-Heinemann. World Tourism Organization. (1999). Data collection and analysis for tourism management, marketing, and planning: a manual for managers and analysts. Spain: WTO.

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