Tourism

October 2004

Tourism

(French edition ISBN 2-923013-24-7 )

Legal deposit: March 2005Bibliothèque nationale du QuébecNational library of Canada

ISBN 2-923013-25-5

All rights reserved for all countries.The content may not be copied in any way or translated in whole or in part without the permission of the Communauté métropolitaine de Montréal.

ISBN 2-923013-35-2(French edition ISBN 2-923013-34-4)

Legal deposit : March 2005Bibliothèque nationale du QuébecNational Library of Canada

All rights reserved for all countries.The content may not be copied in any way or translated in whole or in part without the permission of the Communauté métropolitaine de Montréal

•� Tourism

NotetothereaderThrough its Economic Development Plan, the Communauté métropolitaine de Montréal (CMM), has adopted a competitiveness strategy centred on dynamic and innovative business clusters. In the fall 2003, the CMM launched a cluster identification program for metropolitan Montreal. This marked the first phase of a process leading to the development and launch of an integrated economic development and innovation strategy.

For each of the sectors studied, the CMM wishes to join forces with all the territorial bodies and economic stakeholders concerned. It means to concentrate its efforts on its own role of planning and coordination and does not intend to take the place of existing players and decision-makers in the field, whose role it is to agree on a development plan under the supervision of a relay organization representing their sector.

This document is divided into two distinct sections:

•The first section presents a configuration of the Tourism cluster; • The second section groups together the ideas of the main players of that particular cluster and

their thoughts on future development.

The cluster configuration was based on documentary research confirmed by stakeholders in the cluster itself. Comments were then made by industry officials in the ministries concerned. This first section describes the value chain of the cluster and goes on to identify the organizations or infrastructure contributing to its development. Finally, as economic development transcends administrative or political borders, potential links with other regions of Quebec are indicated, taking into account the niches of excellence developed by certain regions under the ACCORD (Action concertée régionale de développement) program.

While the first section of the document is inherently factual, the second is more subjective, since it reflects the perceptions of the main players in each cluster. These thoughts were gathered in the strictest confidence so as to produce a maximum amount of data. They are focused on two main themes, the state of relational assets and growth strategies. Since we know that relationships between stakeholders are the first source of innovation, it is necessary to identify the relational flow between the various components of the cluster. In the same way, in order to set priorities, we need to know which strategies for growth are favoured by the players in the field.

This document is thus intended as a catalyst for priority actions aiming to energize the strategic process of the cluster and to give direction to its innovative thrust. The process will be carried out in a spirit of openness and dialogue which will eventually enable the Montreal metropolitan area to assert its distinctive capabilities among the world’s most innovative and prosperous cities.

Michel LefèvreConsultant – Economic DevelopmentCommunauté métropolitaine de Montréal

•� Tourism

Tourism

Accent on Events

Tourism Products

Leisure Travel Products:: Driving the Industry

Business Travel Products:: Driving Profitability

Reception Facilities

Accommodations

Restaurants

Transportation

Development Factors

Research

Training/Financing

Structuring Organizations Marketing

Interregional Links

Elsewhere in Quebec

Avenues for Growth

For Harmonious Development

Relational Assets

Dynamic Vertical Cooperation

Conclusion

The Cultural Tourism Boom

Appendices

Sources

Individuals Consulted

Credits

Confi

gura

tion

7

14

19

22

23

24

26

27

29

32

36

42

45

47

50

51

Perc

eptio

ns

•� Tourism

AccentonEventsFrom a period of infrastructure development, the metropolitan area tourism industry is now entering an era of development and consolidation of existing events.

Montreal has more than 150 festivals and events, including 15 of an international stature that position it among the great cultural cities of the world. These events, both sports-related and cultural, must be supported in order to continuously renew and improve their programming and be able to offer unique products capable of competing with the other tourism capitals world-wide.

For now, events are mostly summer oriented. Special efforts must be made to develop international-calibre activities throughout the year. Montreal promoters have demonstrated their talents and creativity. They now must be supported in their efforts.

Furthermore, the development of major cultural and tourist events must be accompanied by an improved urban environment and downtown core.

Two major projects should enable Montreal to consolidate its position as a festive metropolis. The Quartier des spectacles and Cité du Havre (Montreal Harbourfront) must be developed using the infrastructures that are already in place.

In both cases, public investments will serve as catalysts for private sector investments. In the case of the Quartier des spectacles, which will take up a large part of the downtown area, an estimated public investment of $300 million needs to be injected to encourage private sector participation. The Société du Havre (Montreal Harbourfront Corporation), on the other hand, expects to invest a total of $8 billion over the next 20 years to open up access to the river, redesign access roads to the Harbourfront and develop public transit between the metro, the Cité du Havre and Parc Jean-Drapeau. Both projects promote the human aspect of these city neighbourhoods by integrating a residential aspect, with 10,000 proposed new housing units.

A major roleThe tourist industry plays a major role in the economic development of the Communauté métropolitaine de Montréal (CMM). In 2003, it is estimated that more than 13.2 million visitors came to the region, with more than half of those visitors staying more than 24 hours. All together, tourists spent more than $2.7 billion that year. The tourism sector employs 63,800 people, and 46% of all jobs in tourism are located on the CMM territory. Tourism activities bring in approximately $135 million in tax income for the City of Montreal.

Montreal is the primary tourist destination in Quebec. About 61% of tourists who visit Quebec pass through Montreal and 51% of tourist dollars spent in Quebec are spent within the CMM territory.

In these troubled times in the Western world, Montreal has two main assets that make it stand out from the competition: security and tolerance. Several hundred million people can participate in any event in the streets of this city without a single major incident to detract from the festive atmosphere. Public tolerance is also an asset for developing the tourist industry. That tolerance is

•� Tourism

what makes it possible to organize super weekends for gays and lesbians, for example. In addition to creating a major influx of international funds, the development of the tourist industry makes it possible for Montreal to consolidate its reputation as a safe and tolerant city.

The city’s tourism development strategy is based on “leisure travel” products and “business travel” products. The first represents 38% of visitors to Montreal, on a par with the “visiting parents and friends” market. The “business travel” market represents 18% of the visitor clientele, but more than 31% of all tourist spending. From 1997 to 2001, there was a 22.8% increase in the “leisure travel” market, well ahead of the increase for business tourism (+13.7%) and that of visiting parents and friends (+12.6%). All visitors appreciate the originality of the city, with its European origins and a North American way of life.

Over the years, several tourist attraction centres have developed, without any overall coordination plan. Those centres are the downtown core, the Old Montreal/Old Port area, Parc Jean-Drapeau and the Casino, Mount Royal-and the Maisonneuve area.

Four lines of development In order to consolidate their brand image, each of the tourist centres has been integrated into one of four major lines of development defined by Tourisme Montréal featuring water, green space, culture and heritage: “Montréal Bleu,” “Montréal Vert,” “Montréal Culturel” and “Montréal Patrimonial”. In the context of those lines of development, the city has been subdivided along four theme-based zones for the purposes of tourism-related investment planning: historical and heritage zones, ethnic or typical neighbourhood zones, urban redeployment zones and entertainment zones.

Historical and heritage zones – Montreal has three historical and heritage zones: Old Montreal and the Old Port, the Mount Royal historic borough and the Lachine Canal. These are neighbourhoods that showcase heritage elements likely to be of interest to tourists.

Old Montreal and its Old Port is a vibrant urban area with superimposed layers of history. Tourists visiting the area can feel the old European presence mixed with the modern American influence. It is also a neighbourhood of museums, showcasing both the past and the present. Mount Royal, hugely symbolic of the city it overlooks, is visited by more than 3 million people each year looking for fun and relaxation. The Mount Royal heritage borough is comprised of the park as well as the neighbouring territory, which includes a number of institutional establishments and several private properties.

The government of Canada and the city of Montreal have invested $80 million in revitalizing the Lachine Canal and its shoreline, which are a reflection of Montreal’s industrial past. This should generate private investments of several tens of millions of dollars, which should have a significant effect on the development of the Sud-Ouest neighbourhoods over the coming decades.

Ethnic and typical neighbourhood zones – The ethnic and typical areas are what bring out the soul of the city’s inhabitants. These zones are local environments that showcase the daily lives of Montrealers as well as the diversity of cultures living together in exemplary harmony. Tourists looking for a real Montreal immersion experience can stay in one of the many lodgings available there.

Each of these zones is represented either by a neighbourhood or by a street, where there is a friendly atmosphere offering something of particular interest. Next to typically francophone

•� Tourism

The Quartier des spectacles

The Quartier des spectacles project is a major revitalization project for the downtown area. It was proposed in June 2004 by the non-profit organization created by the mayor of Montreal in the spring of 2003. This project mobilizes the entire cultural industry and includes 21 partners, grouped under the Partenariat du Quartier du spectacle (PQS) organization. The PQS is responsible for coordinating an ambitious development plan aimed at creating a veritable cultural centre, right in the centre of the downtown core.

The idea was presented to the Quebec Ministry of Culture and Communications in the fall of 2001 and was viewed as a priority at the Montreal Summit in 2002. Currently, the Quartier des spectacles is defined as being circumscribed by Sherbrooke, Berri, René-Lévesque and City Councillors streets, and is the venue for the major festivals. It contains 28 auditorium facilities with a total of 30,000 seats.

Based on current infrastructures and events, the plan is to showcase and consolidate the neighbourhood’s festival vocation. Investments are to be made progressively. A methodical plan provides for the reconditioning of the underground infrastructures, sidewalks and street lighting, the design of specialized public spaces such as the Place des Festivals, on the corners of Saint-Catherine and Jeanne-Mance streets, the building of a concert hall for the Montreal Symphony Orchestra, the transformation of vacant lots, the design of green spaces and the construction of a building at the Saint-Laurent metro station with a large marquee to serve as a cultural showcase and one-stop shop for ticket purchases. Uniform signage, lighting and billboards will give this neighbourhood its own special identity. new materials.

neighbourhoods such as the Plateau Mont-Royal, Outremont and others, there are the Italian (Little Italy), Portuguese, Greek, Chinese, Indian and North African neighbourhoods, among others. Well-designed shopping streets such as Greene in Westmount, Laurier and Bernard in Outremont and Saint-Denis street downtown each offer their own particular cachet.

Urban redevelopment zones – The transformation of these zones is central to the development plan of the Montreal tourist industry. Major funds need to be injected into these zones. They have a commercial or industrial past, and are transitioning towards fulfilling the needs of both the tourist industry and residential development. The redeployment zones are the Cité du Havre and the Quarter international.

Montreal’s Harbourfront includes the Technoparc, the Cité du Havre, the Bikerdike sector of the Port of Montreal, the stretches alongside the Bonaventure autoroute, Old Montreal, the Old Port, the Parc Jean-Drapeau islands and the Lachine Canal. The Quartier International is a zone hinging between Old Montreal, the business sector, the underground city and Chinatown.

Entertainment zones – Tourism in Montreal could not prosper without its entertainment zones, which support the festive reputation of the city. This is where you find the cultural, heritage and outdoor activities and the nightlife characteristic of a lively city. The Entertainment zones are divided into four central areas: the downtown and surrounding areas, which are the drivers for tourism in the city; the Parc Jean-Drapeau area, which is an oasis for relaxation just a few steps from downtown; the Quartier des spectacles (described above) and the Maisonneuve area,

•10 Tourism

which features science-oriented entertainment. This area comprises the Olympic Stadium, its funicular elevator, tower and lookout, the Botanical Gardens, the Biodôme, the Insectarium and Parc Maisonneuve.

Parc Jean-Drapeau receives 10 million visitors each year. This large city park has immense development potential. An integrated project showcasing its existing facilities would make it possible to exploit the full potential of this immense green space, just opposite downtown. The park offers a variety of recreational facilities: a public beach, walking and bike paths, an automobile race track, the La Ronde amusement park, the Stewart Museum at Fort Sainte-Hélène and the Hélène de Champlain restaurant. It also hosts several major annual events: the international fireworks competition, the Canadian Grand Prix and Formula 1 Indy car racing.

A unique environmentMontreal stands out and is famous on the international market for the quality and reach of its major festivals and events, as well as for its urban vitality. According to many observers, Montreal has a unique personality, and is especially renowned for being a festive, friendly and safe city.

By building on its strengths, Montreal will succeed in maintaining and improving its competitive position versus other tourist cities worldwide. Its strategy is based on the development of tourist products aimed at both the business and leisure traveler.

•11 Tourism

seu qi tsi ruot xu aeruB

seciffO t siru o

T

s tc udorP

m si ruoT

ahC

eru tc ur ts ar fnI sse ccA d na e

m ocleW

erusie

Ls se

n isu

Bn

oit ad

om

moc c

Ask

n iL

se tsissorG

srelaselohW

setsitia froF

srot arepO ruo

T

s tr op oréA

st r op riA

seraG

sn oitatS su

B d na nia rT

s tr oP

s tro

P

su nimre

Tsla ni

m reT

noit atr

ops

narT cit se

mo

D

or téM /su botu

Aorte

M / suB

sniarT

sn i

arT

si xaT

sixa

T

sehcèlaC

sediR e gairra

C)y ggu b-dna -e sro

H (

s let om /s letô

Hs leto

M / s letoH

B&

B/s et îG

sB

&B

xua i nomi rt a p slet ô

Hsle to

H egati reH

s tn emet ra p p a s le t ô

Hsl eto

H t nemtr ap

A

e sse nue j seg re buA

s le tsoH ht uo

Y

gn ipma

Cse tisp

maC

sèr g noC

sn oit nevnoC

s nol aS

swoh

S ed a rT

s eri oF

sr iaF

snoinu éR

sgn iteeM

sl avits eF

slavits

eF

s tnem enévé sdna r

G

stn evE r oja

M

enr ut con eiV

ef ilthgiN

s tna r

u atseR

st naruatseR

seuqimono rts ag

stn aruatseR te

mru oG

seuq in hte stnarua tseR

stnaruatseR cinht

E

st nar uatse r s ertuA

s tn aruat seR s reht

O

s el catcepS

sw oh

S

eru tl uc/eniomirta

Per utlu

C / egatireH

sevitrops sét ivitcA

st nevE str op

S

secivres /s nisagaM

s ec ivreS / ser ot

S

noit amr o

Fgn ini ar

T

e hcr e h ceR

hc ra es eR

t nemec n an i

Fg ni cn ani

F

n oi ta sil a ng iS

s ng iS

stnarutc urt s semsin agr

Osnoitaz inag r

O gnir utcu rtS

sno itaicos sA

sn oi ta icossA

sn oitasina grO

se lan o itan retn i

lano itan ret nIsnoitazi nagr

O

no it am ro fn I

n oit amro fnI

s tn em en rev u o

Gtn e

m nr ev uoG

éticilbuP

gni sitrevdA

seg ayo v ed secnegA

sei cnegA lev ar

T

onis aC

onis

aC

ria nielP

seitivitcA roodtu

O

re it uo r uae séR

k rowte

N daoR

s

seuqi fit ne ics séti vit cA

st nevE cifit neic

S

ni ahC gn itekra

M

sr otc aF tne

mp olev eD

s rezi nag rO n oit ne vn o

C

Tour

ism

Vis

ibili

tycl

uste

r

•12 Tourism

Configuration

•13 Tourism

TourismProductsLeisure Travel Products

Business Travel Products

•14 Tourism

LeisureTravelProducts:DrivingtheIndustryThe “leisure” product has a central place in Montreal’s tourist strategy. Around 38% of the city’s tourist clientele comes specifically to take advantage of the pleasures of the city. Montreal is recognized as a place full of “joie de vivre.” In addition, people coming to Montreal to visit family or friends, or to attend a business convention or meeting, also expect to take in the city’s attractions. That pretty much summarizes all the different tourist clienteles who take advantage of Montreal’s festive atmosphere.

Montreal does not have any specific traffic-building products, as such. According to the experts, to be considered a traffic builder, a product must have a power of attraction surpassing those in competitor cities. The tourism industry therefore needs to promote a specific product based on its qualities, then market that product in a dynamic and sustained manner.

Montreal’s various festivals, shows/heritage/culture activities, outdoor events and gourmet food fairs have all the ingredients necessary to become such traffic builders.

Major events: an essential roleOver the years, Montreal has developed a wide range of major events. These events play an essential role in maintaining Montreal’s festive reputation. Our culture, sports and fine dining are all good reasons to organize major events.

Some events are held annually, such as the Jazz Festival, the Formula 1 Grand Prix, the Montreal High Lights Festival, which promotes gourmet food and fine dining among other things, and the Just for Laughs festival. It is imperative to support them and showcase them in targeted tourist markets. Other events also occur from time to time, such as the Bell Canadian Open (September 2004), the XI FINA World Championships (July 2005) and the Gay Games (Summer 2006). A specialized structuring organization could be created to make sure these events return to Montreal and that there are more like them.

Most of the events take place during the summer months. Over the past 25 years, these are the activities that have helped the city become a very popular summer tourist destination. The development of new major events that would take place at all times of the year would reinforce Montreal’s festive reputation while providing a boost to the economy.

Festival windfallsBecause of their size and international reputation, several festivals are fast becoming traffic builders. The Jazz Festival leads the way with economic spinoffs amounting to $45 million (2002) generated by 2 million spectators at both outdoor and indoor shows. The fiscal gains are along the lines of $7.2 million for the federal government and $10 million for the provincial government. Considering the size of the subsidies granted by the governments, they are still ahead on their investments by about 500%.

Tour

ismP

rodu

cts

•1� Tourism

To have real traffic builders, it would be necessary to enhance the other festivals, by setting up permanent structures, such as the Quartier des spectacles – which includes the Place des Festivals, and draw up a dynamic marketing plan.

Aside from the Jazz Festival, there are also the Just for Laughs festival, the World Film Festival and the Francofolies de Montréal that serve as drivers for the entire family of approximately 200 festivals held within the CMM territory or less than an hour from Montreal. Most of the festivals take place between the months of May and August, but an increasing number of tourist promoters are encouraging the development of events outside the summer season, such as the Montreal High Lights Festival, which takes place in February.

For the city, these festivals and events represent an economic critical mass and reinforce our brand image as the “city of festivals”.

A city famous for its culinary delightsThe Montreal High Lights Festival has become the ambassador for Montreal’s culinary delights. The organizers are working hard to make Montreal a “must” for food critics by creating restaurant tour packages during the festival. They keep in touch with the International association of Culinary Press, among other groups, in order to promote culinary tourism. Their efforts deserve to be encouraged.

It is by supporting this event that the city can develop this product and improve its international reputation. Montreal is already ranked as the 10th culinary city in the world by Travel and Leisure magazine. Furthermore, a study by Tourisme Montréal cites information from the Flavorville Zaggat Survey, which defines Montreal as having an excellent reputation as a culinary destination. Some 72% of tourists who come to Montreal on vacation, 68% of those who come to see friends and relatives and 77% of those who come for business meetings or conventions plan to have at least one gourmet meal. In June 2004, the New York Times promoted Montreal to the ranks of the great culinary capitals of the world.

However, the city must work on marketing its culinary reputation if it is to turn that reputation into a traffic builder. In that regard, restaurant owners and the tourist offices need to cooperate more closely. At the same time, the quantity available needs to increase. The quality of the offer is there, but efforts must be made to make the city more competitive with other North American cities in terms of quantity.

Lively nightlifeWith hundreds of discotheques, fashionable bistros, bars and underground cafés, the city’s nightlife has something for everyone, both locals and tourists. Throughout the summer season, there are people in the streets until the wee hours of the morning. The “in” places to be are Old Montreal and streets such as Saint-Laurent, Saint-Denis, Crescent, Sainte-Catherine, Ontario, Rachel and Prince-Arthur, right in the centre of downtown Montreal.

Montreal’s casino is certainly no competition for other North American gaming cities, but the establishment still welcomed more than 6.5 million people in 2003. Of that number, only 10% are from other regions of Quebec, while 11% (717,000) are from other countries. The casino has 120 gaming tables and 3,000 slot machines. In comparison, a city like Niagara Falls, Ontario, has 2

Tour

ismP

rodu

cts

•1� Tourism

casinos with 300 tables and 6,000 slot machines. More gaming space, higher quality shows more suited to international tastes and greater marketing of Nuance, the casino’s five-star restaurant, will make it possible to make better use of the casino as a traffic building product.

The casino, high quality shows, festivals, fine dining and summer terraces make Montreal – with its safe and serene atmosphere – a city whose nightlife is the envy of its main Canadian and U.S. competitors.

Museums of international reputeAccording to a volume entitled “Les arts dans la métropole,” the CMM territory has 81 museums and interpretation sites (12 art museums, 36 historical museums and 33 museums devoted to other fields, including science). The Island of Montreal has 48 museums, including 40 located in the former City of Montreal. The North Shore has 10 and the South Shore, 4.

The reputation of many of these museums extends beyond our national borders. That is particularly the case for the Montreal Museum of Fine Arts, the Musée d’art contemporain (Museum of Contemporary Art), Montreal’s archeological and historical museum, Pointe-à-Callière, and the Canadian Centre for Architecture. Other science-oriented institutions are concentrated around the Olympic Park: the Botanical Gardens, the Biodôme and the Insectarium all have an international reputation. The Montreal Planetarium and the Laval Cosmodôme, which houses a Space Camp and a Space Science Centre, also fall under this category. All these institutions have international ties.

Sports – something for everyoneSports events also add to Montreal’s international reputation. These activities are divided into three types: occasional, annual and seasonal.

The major annual events are currently endangered because of difficulties in finding sponsors. Canadian government anti-tobacco regulations nearly got Montreal disqualified from the F1 circuit. And difficult negotiations between promoters in the US shrouded the Molson Indy Formula 1 Champ car race in uncertainty.

In addition to attracting a major international clientele, these large-scale annual events also contribute to promoting the city throughout the world, thanks to television broadcasting and the fact that they are associated with similar events taking place in other major cities world-wide. For example, the last Formula 1 Grand Prix attracted 317,000 spectators and brought in more than $100 million in economic spinoffs.

Among other annual events are the International Rogers AT&T Cup tennis tournament at Jarry Park, the Molson Indy Champ Car series (150,000 people), and the World Cup of Women’s Cycling, which has contributed to Montreal’s sporting reputation for the past 7 years as the only north American city presenting an international cycling road race. At the far end of CMM territory, the Valleyfield Regata attracted 125,000 people last July. The event generates economic spinoffs evaluated at $3 million.

These occasional events are also spectacular and extremely popular, but we must keep up the pace. Internationaux du sport de Montréal (ISM) is an organization responsible for setting up

Tour

ismP

rodu

cts

•1� Tourism

new events each year. It is, however, highly criticized in certain circles for its results, which do not seem to reflect the monies invested ($8 million). Among such activities held in 2004 was the Canadian Open Golf tournament.

In 2005, Montreal will host the 11th FINA World Championships, which will welcome athletes in aquatic sports from 160 countries, for 14 days of competitions. In 2006, the city will welcome the 1st World Outgames in partnership with the Montreal and international gay and lesbian communities. Nearly 1 million gays and lesbians visit Montreal each year.

Finally, in its seasonal activities, Montreal can count on three professional teams, including one that is popular across North American – the Canadiens hockey team. The Expos, as we all know, played their last game in October. The other two teams, the Alouettes and the Impact, play in Canadian football and soccer leagues respectively. However, the financial situation of these teams is precarious due to the small size of the market and the weak Canadian dollar.

The urban outdoorsIn 1999, the U.S. magazine Bicycling put Montreal at the top of its “best of ” list of North American cities for cyclists. Since then, the network of bicycle paths has considerably expanded and the network is expected to total 1,500 km in 2005. A 70-km heritage path is currently being developed through Pointe-Claire, Sainte-Anne-de-Bellevue and Ile Bizard.

On the South Shore, another path worth mentioning follows the shoreline of the Saint Lawrence River and is linked to the Montreal network by the Jacques Cartier Bridge and by a unique cycle ferry running from Longueuil to the Old Port, with a stop at Île Sainte-Hélène. On the North Shore, Laval offers 133 kilometres of bike paths, with a connexion to the Laurentian network that includes, among other things, the path that follows the Mille Îles River, the Rosmère path and the Oka path.

The city also has a reputation for being a real “people place,” because of the large number of green spaces and areas for relaxation.

Nature parks – The Island of Montreal has six nature sites and protected wildlife reserves. At the west end of the Island of Montreal, there is the largest nature park of the network, the Cap-Saint-Jacques park where visitors find water and land activities in a lovely country setting between a lake and a river. Two other nature parks, also in and around the West Island are the Anse-à-l’Orme park and the Bois-de-l’Île-Bizard, which offer a view of the Lake of Two Mountains. The first attracts windsurfers and dinghies, and the second offers many discoveries through its wetlands.

The other three nature parks along the Rivière-des-Prairies are, from west to east, Bois-de-Liesse, a forest within the city, Île-de-la-Visitation, a historical site, and Pointe-aux-Prairies, a chain of marshes.

Areas for relaxation – The peripheral regions also add to Montreal’s offer of green attractions. To the north of the city, Laval offers outdoor activities at its 4-km2 Centre de la nature site, and at the Parc de la rivière Mille-Îles site, which is a wildlife reserve. In the Basses-Laurentides (the Lower Laurentians) there is Oka National Park, which offers a mosaic of natural settings and is the site of numerous educational and recreational activities. It has the advantage of being accessible from Montreal by commuter train. Meanwhile, Mirabel has the Bois de Belle Rivière regional park, designed to host conventions, and the Parc du Domaine-Vert.

Tour

ismP

rodu

cts

•1� Tourism

The Lanaudière region is also very well endowed with nature parks, including the Mastigouche wildlife reserve, Mont-Tremblant (in part) and the Rouge-Matawin wildlife reserve. These parks are somewhat farther away and attract people seeking peace and quiet at a reasonable distance from the city.

In Montérégie, nature lovers can take advantage of the Îles-de-Boucherville national park, an island of greenery right in the middle of the Saint Lawrence River and just a few kilometres from downtown Montreal. Another element that is representative of the natural region of the Montérégie hills is the Mont-Saint-Bruno national park, which includes five lakes, an orchard with over 850 apple trees, a historic windmill and dozens of kilometres of hiking paths through deciduous forests. We should also mention the Centre de conservation de la Nature du mont Saint-Hilaire, and the Longueuil regional park.

Urban parks – Eight major urban parks are also spread out over the metropolitan area: Angrignon Park, in the Sud-Ouest borough, Parc Jean-Drapeau on the Saint Lawrence, Jarry Park in the north end, Lafontaine Park in the Plateau, Jeanne-Mance Park on the southern side of Mount Royal, Mount Royal Park, Parc René-Lévesque at the western end of the Lachine Canal and Parc Maisonneuve in the east end.

Anchored in the middle of the majestic Saint Lawrence River, Parc Jean-Drapeau is the largest recreational tourism centre in Montreal. Renowned for the splendour of the site, its international events and the diversity of its activities, Parc Jean-Drapeau is one of the best recreation tourist attractions in town. Finally, we should also note that the city has its own amusement park, La Ronde – one of the largest of its kind in Canada. Each year it welcomes hundreds of thousands of visitors between June and September. Every summer for the past ten years, La Ronde has hosted the International Benson & Hedges fireworks and pyrotechnic art competition.

Stores and servicesMontreal boasts an impressive 29-kilometre network of underground shopping concourses. Connected to the metro system, these concourses provide access to some 2,000 stores as well as recreation and entertainment centres. The Palais des congrés as well as the Place Bonaventure exhibition halls are also part of this network. The extension and harmonization of this “underground city,” as well as improvement of signage within, are advisable.

As in all major cities, Montreal is bursting with stores, boutiques and service centres of all kinds. Many streets in Montreal are also well-known for their upscale shop windows and their stores’ luxury items. Others are famous for their pedestrian-friendly layout. The more developed these arteries are, the better they promote the attraction of tourist-client business within the city’s most typical neighbourhoods.

Tour

ismP

rodu

cts

•1� Tourism

BusinessTravelProducts:DrivingProfitabilityAlthough there are less than half as many business tourists as leisure tourists, business tourists individually generate more economic spinoffs than the other types of visitors. It would therefore be profitable to make them feel welcome. These tourists are also excellent ambassadors who can help to build up the leisure tourism sector. This type of tourist comes to Montreal to attend conventions, trade shows or business meetings

Montreal was ranked third in North America (after Washington and New York) in terms of the number of international conventions held in 2003. A $240-million investment in the Palais des congrès doubled the square footage of that venue. Even so, the Montreal convention centre remains relatively modest for North America. The Palais has 198,820 sq. ft. for exhibitions, 131,700 sq. ft. for meetings (65 rooms) for a grand total of 330,520 sq. ft.

The investment has had some effect. From 2002 to 2003, the number of events at the Palais des congrès increased by 13%, going from 166 to 187, with the number of participants increasing by 172%, from 508,253 to 1,383,011. Meanwhile, the number of guest-nights also made a spectacular leap of 106%, increasing from 152,503 to 314,341. Finally the resulting economic spinoffs are estimated at $259,061,590, for an 87% increase in 2003 over 2002.

That being said, it is important to note that this market is extremely competitive. To remain among the frontrunners, Montreal must think now about future developments of the Palais des congrès. In this market one can never sit on one’s laurels.

The City of Laval also offers infrastructures able to receive convention-goers. The space available can be set up according to the needs of the clients. There are 1,300 sq. ft. of exhibition room, enough for ninety 10 ft. X 10 ft. booths. There is also 30,000 sq. ft. of space that can be divided into 18 meeting rooms which can accommodate groups of 10 to 2,000 people. Banquet space capacity is 1,000 people.

Absence of a trade show centre The development of the trade show market is up against a major deficiency. Montreal has no trade show centre. To be recognized as an international scale trade show destination, Montreal needs to have 1.2 million sq. ft. of exhibition space.

To enable the city to maintain its competitive position, it is estimated that a trade show centre with 812,000 sq. ft. of exhibition space needs to be built. For now, trade shows are held at Palais des congrès, Place Bonaventure or the Olympic Stadium.

The current situation poses a problem. According to Tourisme Montréal, this activity sector is stagnating. What’s more, since 2000, Montreal has lost bids on 20 events due to a lack of infrastructures that meet North American standards. There have been a few suggestions to correct the situation, such as converting the Olympic Stadium or building a trade show centre at Cité du Havre or in Laval.

Tour

ismP

rodu

cts

•20 Tourism

The Olympic Stadium offers a total of 803,290 sq. ft. on five levels behind the stands. Below the stands, on the athletic fields, there are 204,000 sq. ft. that can be used for exhibitions. In 2003, the Stadium was the venue for the Motocross show, the Salon Exotica show, Compact Sports Car Performance Show, the Monster Jam, the International Pet Show and the Salon santé et mieux-être (Health and Well-being Fair).

Place Bonaventure was the site of 29 events in 2003 including the Salon du livre (Quebec International Book Fair), the Montreal National Home Show, the Montreal Boat Show, the Salon des métiers d’art Christmas craft show, the Montreal International Dog Show and the International Travel and Tourism Show.

More than 70 international organizations Montreal should profit from its position as an international metropolis. The presence of a large number of international organizations, corporate head offices, research centres and French companies using Montreal has a base for their North American operations is highly propitious to the development of a systematic policy for developing business tourism.

More than 70 international organizations are located in Montreal. That number has tripled in the past 15 years. The city is home to nearly 100 corporate head offices, including 10 of the 25 largest companies according to the Financial Post 500. In addition, the city has more than 450 research centres, and 150 French corporations have chosen it as their North American base. In 2003, two new organizations chose to locate in Montreal: the Société internationale d’urologie (International Urology Society) and the Réseau mère-enfant de la Francophonie (Francophone Mother and Child Network).

In the field of aviation and transportation, there are no less than 11 international organizations within the CMM territory. Among them are the International Civil Aviation Organization (ICAO), which is an organization that establishes international aviation regulations, and the International Air Transportation Association (IATA), which represents and serves the airline industry. Both contribute to Montreal’s prestige levels.

The growth of the “business” product depends upon making the necessary investments to build an international-scale trade show centre. Also, despite the most recent investments in the Palais des congrès, stakeholders must remain attentive to changing international trends. They must suggest adaptations to the existing infrastructures as needed so that the city maintains its competitive position. A systematic campaign among the international employees of organizations located in Montreal would promote the development of the city’s economy. Pleasure tourism products could be used to convince the business clientele to come visit the city of festivals.

Tour

ismP

rodu

cts

•21 Tourism

ReceptionFacilities

•22 Tourism

Rece

ptio

nFa

cilit

ies Accommodations

Functional reception facilities are required if tourists are to come. The reputation of the city is linked to the quality of its accommodation, restaurant, transportation and signage infrastructures.

The Communauté métropolitaine de Montréal has varied accommodations and infrastructures that meet the needs of all types of tourists: 65% of hotel rooms in Montreal are rated four- or five-star; business people staying for extended periods have access to hotel-apartments; visitors who prefer the charm of European establishments can choose heritage hotels under development in Old Montreal; those who prefer to be close to heritage neighbourhoods and its population can choose from a multitude of lodgings and B&Bs; finally, the less wealthy clienteles have access to motels, small hotels and youth hostels.

According to the Institut de la Statistique du Québec, the Montreal metropolitan region offered 24,351 rooms to visitors in 2004. The number of rooms available increased by 0.8% between 2002 and 2003. Over the same period, the occupancy rate went from 68.5 to 64.5%. Tourisme Montréal attributes this decrease to the events of September 11, SARS and mad cow disease. This decrease has affected all metropolitan tourist destinations in North America. It is interesting to note that Montreal is the city that fared the best compared to its North American competitors. The expected occupancy rate for 2004 is 67.5%.

Tourisme Montréal expects to see an increase of 1,500 rooms by 2010, including 500 rooms in sectors adjacent to the Palais des congrès and the Quartier international, and another 300 in the West Island near Highway 40 and Montreal-Trudeau Airport. These rooms will fall into the all-suites (in peripheral areas), three-star and condo-hotel categories.

Hotels — The Hotel Association of Greater Montreal represents 60 hotels offering 15,443 quality rooms. Forty of these hotels are located in the downtown area. There are 11 in the western suburbs, mostly concentrated around the Montreal-Trudeau Airport. There are four in the eastern suburbs, including two near the Olympic Stadium, one in Anjou near Highway 40 and one on Île Charron. On the South Shore, there are two such hotels in Longueuil, and one in Boucherville.

The Association touristique de Laval indicates that there are 14 hotel establishments of varying qualities on its territory. Five of those hotels are 4-star, three are 3-star. There are also four 2-star motels and one 1-star motel.

In the past few years a new type of hotel has appeared in Montreal. These are the boutique hotels which stand out for the quality of their personalized service and charm. They reproduce the ambience of the European hôtels particuliers. There are more than 800 rooms in this category, mostly located in Old Montreal.

Motels— There are nine motels listed in the MoreMontreal directory, with most of them are located in peripheral areas. In Montreal, they can be found in the east and north ends. The others are divided among Laval, the North Shore and the South Shore.

•23 Tourism

B&Bs — Bed and breakfasts are a cheaper way to discover the culture of local people and experience the city’s heritage. There are 64 lodgings of this type in the MoreMontreal directory. Many of them are located in neighbourhoods surrounding the downtown area.

Hotel-apartments — Families as well as people making extended business trips can rent studios or suites (one or two bedrooms) with a kitchenette. There are 19 such hotel-apartments on the Island of Montreal.

Youth hostels — Montreal offers a chance to those who are traveling on a shoestring to find low-cost lodging. The Montreal youth hostel and a few others offer rooms or dormitories less than $50 per night. In addition, Université de Montréal, McGill University and UQÀM residences (in summer) offer dormitories and single or double studios to tourists.

RestaurantsTourists visiting Montreal can take advantage of a large range of restaurants. The menus are very varied and there are prices to suit all budgets. Quebec and French cuisines can be found everywhere. In addition, the many different cultural communities in Montreal offer a multitude of restaurants with different cuisines originating from the four corners of the world.

In all the region has more than 11,000 restaurants. The Guide Restos Voir lists and classifies some 440 establishments in Montreal that are worth the trip. Most of them are affordable.

According to the guide, French (88) and Italian (46) restaurants are the most numerous. Following that, in decreasing order, are Japanese (20), Vietnamese (20), African (15), Indian (15), Far Eastern (15), Portuguese (13), Spanish (13), Lebanese (10), Greek (10), Thai (10), Eastern European (8), Middle Eastern (8) and Caribbean (5) restaurants.

Montreal’s international culinary reputation was recently confirmed in a long article in the New York Times (June 27, 2004). The article cites Montreal as “an international dining city” with restaurants like Au pied de cochon, Toqué ! Brunoise, Aix and Anise.

Rece

ptio

nFa

cilit

ies

•24 Tourism

TransportationAside from a good reception infrastructure network, an excellent transportation and liaison infrastructure is also necessary to support tourism.

An airport in progress The Montreal-Trudeau Airport is undergoing a major project with an investment of $716-million to accommodate travelers on regular flights who have been repatriated from Mirabel. In the fall of 2004, charter flights will also be repatriated from Mirabel. Work began in 2001 and should be finished in 2009. The first phase, worth $250 million, was completed in 2003, with the building of a new transborder finger. The second phase, worth $356 million, is being undertaken this year and should be completed in 2005. A new arrivals centre and a new international finger will make it possible to better serve the flow of passengers arriving from abroad. Finally, the last phase, worth $110 million, will begin in 2006 and end in 2009.

Currently, Montreal’s airport serves more than 110 destinations by direct flight. In 2000, the number of passengers passing through Montreal Airports (Dorval-Trudeau and Mirabel) was 9 million. In 2001 and 2002, there was a decrease in the number of passengers. In 2003 the number of passengers increased by 1.5% to reach 8.9 million. The international sector exploded by 8.3%, while the domestic and transborder (United States) sectors fell back by 0.9 and 1.8%, respectively. The moving of Montreal-Mirabel flights and the growth in traffic at the Montreal-Trudeau Airport require improved land transportation between Dorval and downtown Montreal. Plans to improve the Dorval Circle and to implement rapid direct transit must be carried out.

Montreal-Trudeau Airport offers three types of destinations: 1) domestic destinations to 25 Canadian cities including 11 in Quebec, served by 10 airlines making 675 departures per week; 2) international destinations to 27 foreign cities in 20 countries, served by 15 airlines making 103 departures per week; 3) transborder destinations to 27 American cities, served by 27 airlines making 627 departures per week. New York’s three airports receive 152 flights per week. Next are Chicago (74), Philadelphia (47), Boston (38), Washington (35), Atlanta (35) and Cincinnati (34).

The region also has two other airports: Montreal-Mirabel international airport, and Saint-Hubert regional airport. The latter is owned by Transport Canada and offers three landing strips. It includes an aircraft maintenance centre, pilot training facility and helicopter transportation service.

Since the fall of 2004 Montreal-Mirabel Airport has mainly been used for freight. All charter flight destinations for Skyservices, Air Plus Comet and Air Transat will be moved to Montreal-Trudeau Airport. These flights cover 34 destinations in 18 countries. Of those, 25 are southern destinations (Florida, Mexico, Caribbean, Central and South America).

Train and bus stations downtown The fact that the train station and central bus terminal are located right downtown are an asset for Montreal. These two access infrastructures provide effective service and direct access to the Montreal Metro and underground city.

Rece

ptio

nFa

cilit

ies

•2� Tourism

DevelopmentFactors

•2� Tourism

ResearchUniversity research — The tourist industry has a few research centres in Montreal. One of the best known is the Centre international de formation et de recherche en tourisme (International Training and Research Centre on Tourism –CIFORT). It offers services aimed at the development and consolidation of skills for managers, professionals and teachers working in the tourism, hotel and restaurant industry, as well as training the next generation in planning, development and management of tourist and hotel infrastructures. CIFORT also has an international vocation to represent the Université du Québec à Montréal (UQÀM) within the World Tourism Organization (WTO), of which it is an affiliated member, and within the International Bureau of Social Tourism.

More than 12 years ago, UQÀM also created a Tourism Chair associated with its École des sciences de la gestion (Management Sciences School), in partnership with Tourisme Québec. Through its presence in the field, its many publications and its information distribution activities, the Tourism Chair is an excellent source of knowledge for people in the field of tourism. Its work in terms of research and organizing events also contribute to hands-on training and experience for a large number of students and University graduates. The Chair also publishes a tourism research magazine called Téoros.

The Quebec public research directory currently lists eight registered researchers working on tourism-related projects. They are associated with Université Laval, Université du Québec (UQÀM, UQTR, UQO) and the HEC. They work in the faculties of administrative sciences, urban planning, and environmental studies, or political science. Their research topics include consumer behaviours of purchasers of tourist and cultural products, agri-tourism, urban planning policies, atmosphere and physical environment, regional planning, urban geography, tourism policy development, tourism and heritage elements, as well as ecotourism.

Applied research — Tourisme Montréal is a leader in tourist information. Aside from statistical reports, it regularly presents a great deal of information on geographical markets and theme-based markets. It manages a database (airport traffic, traffic to attractions and events, conventions, exhibitions, lodging, investments, economic spinoffs of tourism in Montreal, transportation, etc.). Meanwhile, Tourisme Québec sends out a monthly tourist bulletin that presents a variety of activity indicators: event attendance, hotel traffic, visits to tourist attractions, etc.

Tourist research and follow-up are done by various sources: statistical institutes, tourist organizations such as Tourisme Québec or Tourisme Montréal or any number of tourist associations. There are many studies that present macro economic data, giving attendance numbers for events, total tourist spending, visitor profiles, etc. The tourist industry is carefully studied and its fluctuations are often the subject of newspaper articles. Other more targeted studies regularly present microeconomic data, making it possible to analyze a particular sector such as restaurants, lodging or conventions.

Deve

lopm

entF

acto

rs

•2� Tourism

Training

In just few decades, the quality of tourist products in Quebec has made spectacular progress. The Institut de tourisme et d’hôtellerie du Québec (ITHQ) has played a major role in developing a qualified workforce for restaurants and hotels. The Institut offers college programs in tourism, hotel management, food services management, events and convention coordination, and hotel concierge and supervisor positions. At the secondary level, it offers professional degrees (DPS) in cooking, pastry-making, food service and wine stewardship.

In addition, it advises Quebec schools in school board districts offering courses in its field of activity. The institute also contributes to Quebec’s and Montreal’s international reputations by promoting exchanges with foreign professors and students. Several students of the institute have successfully participated in international competitions. The Institut includes a hotel and a gourmet restaurant on site to enable students to gain hands-on experience in their field. Between 2002 and 2004, $39 million was invested in renovations.

Montmorency (Laval), Champlain (Saint-Lambert) and LaSalle (Montreal) colleges also offer CÉGEP-level tourism courses. At the secondary level, DPS degrees in pastry-making, restaurant services, wine stewardship and preparation of fishery products are offered by the École d’hôtellerie de Montréal (Pointe de l’île school board). The École d’hôtellerie de Laval (Laval school board) offers DPS degrees in institutional food preparation, pastry-making and restaurant services, as well as attestations of vocational specialization (AVS).

In September 2004, Tourisme Montréal undertook a human resources strategic planning process for the Montreal metropolitan region tourism industry.

Financing

Financial assistance for the tourism sector mainly comes through loan guarantees, fiscal measures, subsidies and a special per-night hotel tax.

Investissement Québec offers programs to support tourist Enterprises who have start-up, expansion or strategic alliance projects. These sectors for investments are varied: leisure tourism, conventions, camping, cruises and excursions, hunting and fishing, recreational activities, tourist attractions, skiing, tourism events and lodging. Assistance is provided in the form of repayment guarantees. The Société générale de financement (SGF) works in development capital and invests in structuring projects carried out in partnership with the private sector, under normal profitability terms and conditions.

Deve

lopm

entF

acto

rs

•2� Tourism

The international convention sector benefits from a specific program to help it compete with major international conferences. Convention organizations, institutions and corporations mandated by international organizations can request this financial assistance, made in the form of repayment guarantees.

The Quebec Ministry of Economic and Regional Development and Research (MDERR), which includes Tourisme Québec, has 25 financial support programs to benefit the tourist industry. Numerous fields are covered (next generation, youth promoters, specific regions, research). In addition, Tourisme Québec has set up a specific tourism program, namely a subsidy offered to the promoters of international-scale tourist events.

The Canadian government also subsidizes studies and events that promote the tourism sector, through the Canadian Tourism Commission (CTC), Canada Economic Development (CED) and Community Futures Development Corporations (CFDCs).

StructuringOrganizations

The tourism sector is a good example of a well structured public-private partnership. Government bodies draw up policies and programs, establish standards and offer financial assistance. Generally, not-for-profit organizations and the private sector ensure the management of tourist structures.

All levels of government play a role in the tourism sector: the federal government, through the Canadian Tourism Commission and various economic ministries, the provincial government through Tourisme Québec and various economic ministries, the CMM through urban planning and its economic development policy, and individual cities through their local development plans, public investments and infrastructure maintenance.

Non-profit organizations and the private sector are closely involved with government bodies. The Quebec government, for example, produced its tourism policy in collaboration with the Associations touristiques régionales associées du Québec (Associated Regional Tourism Association of Quebec – ATRAQ) group, the Fédération québécoise des organisations locales touristiques (Quebec Federation of Local Tourist Organizations – FQOLT), the Association des centres locaux de développement du Québec (Quebec Association of Local Development Centres – ACLDQ) and the Chambre de commerce du Québec (Quebec Chamber of Commerce – CCQ). Each administrative region has a tourist association certified by the Quebec government as a preferred partner. The CMM has five regional tourist associations, one for each administrative region: Lanaudière, the Laurentians, Laval, Montérégie and Montreal. These associations are groups of tourism stakeholders in each region. For example, Tourisme Montréal represents 800 members.

As well, several specialized associations protect the interests of specific tourism sectors such as restaurants or lodging.

Deve

lopm

entF

acto

rs

•2� Tourism

MarketingMarketing tourist projects is an essential item in the recipe for success. It involves a myriad of stakeholders including wholesalers, tour operators or packagers, tourist offices and travel agencies.

Wholesalers — Wholesalers configure tourist products and, in doing so, have a major impact on the notoriety of a region and its financial results in tourism. Montreal has nine travel wholesalers.

Tour packagers — Tour packagers currently offer more than 600 packages offering travel to all corners of the world, including the province of Quebec and Montreal. It is interesting to note that the network of 30 distribution outlets extends throughout Quebec. Some boutiques are associated with travel agencies; others are affiliated with regional CAAs. The network is accessible by Internet, making it possible to reach consumers everywhere in the world. Tourist establishments in Montreal offer 87 packages, Laval offers 16, the Laurentian region offers 57, Lanaudière, 19, and Montérégie, 66.

Tourist offices — Tourist offices are increasingly accessed by virtual means. From 2003 to 2004, Tourisme Montréal Internet site hits were up by 26.5%. In 2004, 747,468 hits were counted, while the call centre only received 13,842 requests for information, a decrease of 3.6% with respect to 2003. There are also five Tourisme Québec information offices established on highways near Quebec borders, on Highway 401 (for visitors coming from Toronto), Highway 417 (Ottawa), Interstate 87 (New York), Interstate 91 (Vermont) and Highway 2 (New Brunswick). In Montreal, the Infotourisme centre located at Dorchester square had received 15,126 individuals as at this writing in 2004, for an increase of 19.1% over the previous year.

Travel agencies — Direct contact with the consumer makes it possible for travel agencies to influence tourist destinations. They act as brokers between travel wholesalers and consumers. Montreal itself has 102 agencies, and there are 13 on the South Shore and 7 in Laval and on the North Shore.

Information/advertising — Regional tourist strategy is planned by a non-profit organization that includes the major stakeholders. In Montreal, for example, Tourisme Montréal, an 800-member organization, is the preferred partner of the city in terms of tourism development. In the other regions, the organizations are Tourisme Laval (215 members); Tourisme Montérégie (310 members); the Association touristique des Laurentides (721 members); and Tourisme Lanaudière (400 membres).

A special $2 per-night hotel tax enables partners of the provincial government to promote and coordinate tourism in each region of Quebec. Tourisme Montréal is currently lobbying to replace that $2 by a fixed 3%, which would double the amounts charged.

Deve

lopm

entF

acto

rs

•30 Tourism

seu qi tsi ruot xu aeruB

seciffO t siru o

T

s tc udorP

m si ruoT

eru tc ur ts ar fnI sse ccA d na e

m ocleW

erusie

Ls se

n isu

Bn

oit ad

om

moc c

Ask

n iL

se tsissorG

srelaselohW

setsitia froF

srot arepO ruo

T

s tr op oréA

st r op riA

seraG

sn oitatS su

B d na nia rT

s tr oP

s tro

P

su nimre

Tsla ni

m reT

noit atr

ops

narT cit se

mo

D

or téM /su botu

Aorte

M / suB

sniarT

sn i

arT

si xaT

sixa

T

sehcèlaC

sediR e gairra

C)y ggu b-dna -e sro

H (

s let om /s letô

Hs leto

M / s letoH

B&

B/s et îG

sB

&B

xua i nomi rt a p slet ô

Hsle to

H egati reH

s tn emet ra p p a s le t ô

Hsl eto

H t nemtr ap

A

e sse nue j seg re buA

s le tsoH ht uo

Y

gn ipma

Cse tisp

maC

sèr g noC

sn oit nevnoC

s nol aS

swoh

S ed a rT

s eri oF

sr iaF

snoinu éR

sgn iteeM

sl avits eF

slavits

eF

s tnem enévé sdna r

G

stn evE r oja

M

enr ut con eiV

ef ilthgiN

s tna r

u atseR

st naruatseR

seuqimono rts ag

stn aruatseR te

mru oG

seuq in hte stnarua tseR

stnaruatseR cinht

E

st nar uatse r s ertuA

s tn aruat seR s reht

O

s el catcepS

sw oh

S

eru tl uc/eniomirta

Per utlu

C / egatireH

sevitrops sét ivitcA

st nevE str op

S

secivres /s nisagaM

s ec ivreS / ser ot

S

noit amr o

Fgn ini ar

T

e hcr e h ceR

hc ra es eR

t nemec n an i

Fg ni cn ani

F

n oi ta sil a ng iS

s ng iS

stnarutc urt s semsin agr

Osnoitaz inag r

O gnir utcu rtS

sno itaicos sA

sn oi ta icossA

sn oitasina grO

se lan o itan retn i

lano itan ret nIsnoitazi nagr

O

no it am ro fn I

n oit amro fnI

s tn em en rev u o

Gtn e

m nr ev uoG

éticilbuP

gni sitrevdA

seg ayo v ed secnegA

sei cnegA lev ar

T

onis aC

onis

aC

ria nielP

seitivitcA roodtu

O

re it uo r uae séR

k rowte

N daoR

s

seuqi fit ne ics séti vit cA

st nevE cifit neic

S

sr otc aF tne

mp olev eD

s rezi nag rO n oit ne vn o

C

Tour

ism

Vis

ibili

tycl

uste

r

ahC

ni ahC gn itekra

M

Lead

erUn

dete

rmin

edDe

ficien

tLa

ckin

gCo

mpe

titive

•31 Tourism

InterregionalLinks

•32 Tourism

Inte

rregi

onal

Lin

ks ElsewhereinQuebecPerceived as a festive, tolerant and safe city and offering a variety of historical, heritage, entertainment and cultural activities, Montreal welcomes widely diverse clienteles. In fact, one of province’s main tourism-related strengths is the diversity of its unique cultural and physical environment.

Quebec City – The other city of festivals While Montreal is a festive metropolis, Quebec city is the province’s historical gem. Among its historical attractions are the Plains of Abraham, the citadel and the Château Frontenac. Like Montreal, Quebec City is also a city of festivals. The Quebec City Summer Festival and the Nouvelle-France (New France) celebrations are very popular events in the summer, while the city’s Winter Carnival is the high point of the winter season.

The region is also very popular for lovers of ecotourism and culinary tourism. Île d’Orléans, Montmorency Falls, Mont Sainte-Anne and the Le Massif ski hill on the Petite Rivière Saint-François are just a few of the natural attractions in the Quebec City area. The nearby Charlevoix region offers tourists both a cultural and culinary experience. Many painters and other artists live in the area, which over the years has built up a culinary reputation showcasing local specialties.

Quebec City’s Centre intégré en alimentation et en tourisme (Integrated Food and Tourism Centre – CIAT) offers various training courses in the fields of restaurant operations and tourism. Among the other training centres of the region is the Mérici International Concierge Institute, a school specializing in hotel operations.

The Laurentians – The dominion of outdoor tourism IIn a completely different area of tourism than Montreal, the Laurentians define themselves under the Accord project as a “leader” in the four-seasons resort/tourism niche, thanks to their vast range of tourist products, which include everything from skiing to hunting and fishing.

The Accord project (Action concertée de coopération régionale de développement) was developed jointly by the Société générale de financement (SGF) and the MDERR. Its goal is to build a productive regional system that is competitive both in North America and internationally, by identifying and developing niches for excellence in each of the regions that could become their trademark or brand image.

With growth of 25 to 30% per year, ecotourism and outdoor tourism offer some interesting outlooks for development. The Laurentians are top in Quebec in terms of their reception capacity and several projects currently underway are set to strengthen that position. Last August at Tremblant, Intrawest and Station Mont-Tremblant announced a $1-billion development project for the North Side. The project will extend over 10 years and enable the station to welcome over 4½ million visitors each year once the work is complete. The Laurentian region benefits from its proximity to Montreal and to the Montreal-Trudeau and Mirabel airports. The region also has a training centre: the École hôtelière des Laurentides, in Sainte-Adèle.

•33 Tourism

Fun and relaxation in Gaspésie/Îles-de-la-Madeleine The Gaspésie/Îles-de-la-Madeleine region also has the environment as its main attraction, with natural attractions such as Percé Rock, Bonaventure Island, the Appalachians (Chic-Choc Mountains), the St. Lawrence and its many wildlife parks and reserves.

The ecotourism and venture tourism and tells tourism industry is experiencing strong growth and offers major possibilities for development. The region has developed expertise in fields such as salmon fishing, snowmobiling, sledding competitions and thalassotherapy (seawater therapy). The three main hubs of activity are Percé, the Chic-Chocs and Paspébiac.

The Auberge du Parc de Paspébiac Inn offers thalassotherapy packages, while the Chic-Choc Mountains Wildlife Reserve offers several activities such as fishing, hunting, hiking and water sports.

The Cégep de la Gaspésie et des Îles college offers technical training in adventure tourism, which is a branch of tourism that is increasingly in demand. Meanwhile, the Centre CEAFP C.-E.-Pouliot (in Gaspé) offers training in restaurant operations. These tourism structures enable the Gaspésie/Îles-de-la-Madeleine region to see itself as a “leader” under the Accord project, on the Quebec and North American recreational tourism markets.

Saguenay–Lac-Saint-Jean – A vast natural park The Saguenay–Lac-St-Jean region is already internationally known for ecotourism related to whale watching, but is this is only one of the ecotourism activities it offers. Because of its regional expertise, growing demand and the presence of assets such as the Saguenay, Pointe-Taillon and Monts-Valin national parks as well as the Cap Jaseux adventure park, it is easy to see why the Saguenay–Lac-St-Jean region would want to develop the “emerging niche” of adventure and eco-tourism under the Accord project.

Northern Quebec – Change-of-scenery tourism The Northern Quebec region is unique for its language, history, way of life and landscape. In the framework of the Accord project, this region has identified northern tourism as an “emerging niche”.

The region offers three major activities: fishing, hunting and snowmobiling. There are about a hundred outfitters, two wildlife reserves, 14 adventure-tourism companies, 38 hotel establishments, nine campgrounds and three tourist associations: ATR des Jamésiens (James Bay Regional Tourist Association), ATR des Inuits (Inuit Regional Tourist Association) and the Cree Outfitting and Tourism Association.

The hotel industry alone employs 1,200 people and the outfitters employ 600. Between 2000 and 2001, the hotel room occupancy rate increased by 17% and there is every reason to believe that growth has continued since that time.

This branch of tourism mainly attracts foreign tourists and its development will inevitably have a positive impact for the metropolitan area since many of these tourists will go through Montreal before continuing on to Northern Quebec.

Inte

rregi

onal

Lin

ks

•34 Tourism

Perceptions

•3� Tourism

AvenuesforGrowth

•3� Tourism

ForHarmoniousDevelopmentMontreal is in a competitive position with respect to other tourist cities. It is essential that the development of the region take into account the growing expectations of the tourist clientele. Harmonious development with the existing heritage facilities as well as the preservation of quality-of-life and the promotion of aesthetics are part of what foreigners who choose Montreal as a travel destination expect from the city. While respecting these values, Montreal must improve its well-known tourist products to turn them into traffic builders. This is how Montreal will outclass its competition.

To get to know the competition better, Tourisme Montréal has inventoried the cities (Berlin, Bilbao, Boston, Paris, Pittsburgh, Toronto) that are planning their urban development in a context of change and innovation that is similar to that of Montreal (see box next page). These cities have given themselves the tools they need to improve the quality of life within their territory (urban transit and reduction of visual, noise and odour pollution). Projects must respect the existing environment; revitalizing existing equipment and facilities as well as building façades are priorities; the visual impact of parking lots must be mitigated; and particular attention needs to be paid to ensuring the smooth transition between public spaces and buildings.

Environmental values are the basis of tourist demands. These values are taken into consideration when arranging public spaces, installing street furniture, building architectural and artistic projects. That is why the tourism development strategy must be integrated into the city’s urban planning projects and economic development plan. Public and private stakeholders working on Montreal’s development must work together and integrate the concepts of aesthetics and quality-of-life to their projects.

In particular, we need to make greater investments in acquiring more public art and restoring existing works, recovering vacant lots, reducing the number of outdoor parking lots, rehabilitating contaminated soils, repairing tears in the urban fabric, increasing the offer of lots available for real estate development, improving public property (streets, public places, street furniture), adopting beautification measures, increasing security and cleanliness, and improving signage for sites of interest to tourists.

The importance of the downtown coreMontreal’s downtown core, the region’s tourist hub, must be the focus of particular attention, since this is where we find the main elements identifying the city: the Old Port, the river, the business district, Mount Royal, Old Montreal, and the major institutions of the health and knowledge sectors. This is where the main cultural events and facilities are located. Since more than 80% of Montreal’s tourist activity is concentrated downtown, it is normal that the Ville-Marie Borough, where the business district is located, should receive the necessary budgets and tools to support tourist products and the infrastructures that go with them. The creation of a stronger downtown that is more attractive and more diversified is at the core of the tourism development strategy.

Aven

ues

forG

row

th

•3� Tourism

Actively supporting cultural and heritage development Culture and heritage are also both at the core of tourism development in Montreal. Available energy and resources must serve to consolidate and develop this niche so that Montreal can stand out with respect to other cities. Heritage preservation activities means that Old Montreal would benefit from integrated development that includes historic sites and natural spaces, that Mount Royal and our archaeological and industrial heritage sites (especially along the Lachine Canal) are showcased and that religious heritage elements are safeguarded. With respect to cultural infrastructures, the following projects could help to reinforce Montreal’s reputation as a cultural centre: expanding the Montreal Fine Arts Museum and the Pointe-à-Callière archeological museum (as well as recognizing the latter as a museum with both a national and city-wide reach), the creation of the Vitrine culturelle (Cultural Window), offering last-minute show tickets, and the building of the Maison de l’OSM for our symphony orchestra, as well as the Spectrum Complex and the Place des Festivals.

Aven

ues

forG

row

th Quality of Life in Other Cities

Each city uses its own assets to orient its strategic development.

Pittsburgh’s «Urban Design Guidelines» program uses urban design as a tool to integrate public and private projects. Showcasing public spaces is a major priority: streets, sidewalks, parks, public spaces, as well as building facades and interior spaces. The concern for quality of life is omnipresent in the planning documents produced by the city.

Boston, a North American historic city, has set up the “Office of Business Development” and the «Restore Boston» programs. The latter gives owners an incentive to restore the facades of their buildings. The Boston Civic Design Commission looks after harmonious development and quality-of-life in the city through a forum grouping design professionals and community representatives.

Bilbao, in addition to paying particular attention to its historic landmark and heritage buildings, is working on constructing a modern city based on the following qualities: openness, harmony, modernity and creativity. The Revitalization Plan for Metropolitan Bilbao puts the accent on cultural and social realities while aiming at the human and equitable development of its population.

Toronto uses the Toronto Official Plan to harmonize the continuous development that characterizes that city. The plan aspires to develop a dynamic metropolis that is beautiful, safe and diverse. Standards specify the building density according to district. Heritage preservation, the integration of public art, the showcasing and expansion of green spaces as well as the development of a feeling of belonging are priorities. Toronto invests in infrastructures in conjunction with the Ontario and Canadian governments. The Waterfront Plan aims to promote a high-quality cultural zone.

Paris, a densely populated historic city, targets sustainable development and urban renewal. A more functional use of space is central to the concerns of the decision-makers. Priorities are to develop unused lands, revitalize run-down neighbourhoods and showcase green spaces. Based on existing facilities, Paris has created an urban development plan focused on parking spaces and the movements of people, merchandise and automobiles.

Berlin counts on quality-of-life to attract tourists. The presence of more than 180 nationalities promotes the development of its diverse cultural activities. In Berlin, creativity is highly prized in the arts, sports, cultural and scientific sectors. In order to counteract the effect of its highly dense population, the city has set forth an overall strategy aimed at creating a user-friendly public transport system. This action is all the more relevant since Berlin is still experiencing sustained economic growth.

•3� Tourism

Aven

ues

forG

row

th Consolidate Montreal’s event stream The culture, sports and entertainment sectors have developed a wide range of events that contribute to Montreal’s international reach. It would be wise to provide more support for events with high tourist profiles that contribute greatly to the city’s world-wide reputation. Our major international-calibre exhibitions are also very important for tourism development. The tourism spinoffs produced far outweigh the funds invested. Meanwhile, Montreal is recognized as a city that is open to differences between people. The deployment of niche activities such as cutting-edge events and gay and lesbian festivals attract a targeted clientele and promote Montreal’s reputation as a modern and avant-garde city.

We need to take advantage of those times in the year when tourists are likely to come (Halloween, Christmas and New Year holidays, US Thanksgiving, school breaks, Easter weekend) to increase the offer of activities beyond the summer season.

Design attractive tourist zones The success of tourism development depends on consensus-building and having partners who are committed to structuring projects that are in the planning or realization stages. It is this consensus that will guarantee the quality of site planning, the development of related services and the ease and flow of transportation. These projects have been integrated in well-defined tourist neighbourhoods: Montreal’s Quartier International (the second phase of this showcase for the business district); the Quartier des Spectacles, which includes several cultural projects (the Vitrine culturelle, Maison de l’OSM, Place des Festivals, the Saint-Laurent/Sainte-Catherine St. intersection, the revitalisation of the Îlot Balmoral); the Cité du Havre; and the Business District.

Invest in products to support tourism The people visiting the city are the best sales agents for Montreal’s tourism products. To be eager to pass the word, the visitor must leave enchanted with their stay. Having sufficient products to support tourism greatly contribute to visitor satisfaction. The realization of numerous projects related specifically to the tourism industry would promote the growth of the number of visitors to Montreal.

A modern maritime terminal — The maritime terminal needs to be modernized and expanded in order to offer quality service to current visitors and increase the number of international passengers. Its needs were already identified several years ago. For Montreal to be able to fully profit from its position as a port city, a feasibility study that would take into account the multifunctional use of facilities should be carried out as quickly as possible.

A rapid connection between Montreal-Trudeau Airport and downtown — With the moving of flights from Montreal-Mirabel and higher traffic through Dorval-Trudeau Airport, land access between Dorval and downtown Montreal must be improved. Plans to improve the Dorval Circle and implement a rapid and direct link must be brought to fruition.

Roadway and pedestrian signage — Roadway and pedestrian signage must be reviewed in order to facilitate movement throughout the city.

•3� Tourism

High-speed train projects — Toronto and New York are two major sources of potential tourism clienteles that are relatively close to Montreal. A high-speed link between these cities would promote tourist activity in Montreal. It is therefore desirable that the Montreal-New York and Montreal-Toronto high-speed train projects currently under study by public authorities become a reality.

Improve lodging capacity While commercial lodging is considerably improved, certain categories of lodging, as well as certain sectors, need to see their capacities increased. According to Tourisme Montréal, an additional 1,500 rooms should meet these needs. In peripheral areas, all-suite type establishments would be desirable. The number of three star hotel rooms must be increased to meet the needs of the leisure travel clientele. There is also a market for condo-hotel type establishments. Along Highway 40 in the West Island and near the Montreal-Trudeau Airport, the addition of 300 rooms should make it possible to meet needs related to growth in the industrial and pharmaceutical sectors. A 500-room hotel could also be built in the Quartier International sector, near the Palais des congrès. In Laval, lodging capacity is insufficient and needs to be increased, along with meeting and convention space.

Build a trade show centre The additional investments in the Palais des congrès have helped Montreal remain competitive on the international meetings market. However, the absence of an international-calibre trade show centre puts pressure on the Palais des congrès and causes the city to lose contracts to its competitors. It is estimated that Montreal should build a trade show centre of more than 800,000 sq. ft. in order to be recognized as a major international trade show destination. Laval and Montreal are currently interested in building a trade show centre.

Strengthening the scientific activities centres The development of the Maisonneuve activity centre must be supported by the revitalization of the Olympic Park and the renewal of the natural sciences interpretation centres: the Botanical Garden, the Biodôme and the Insectarium. This could also include the Planetarium which, if it were moved there, would reinforce the scientific vocation of the Maisonneuve area.

Laval is highly oriented towards new technologies, especially biotechnologies. The Laval Science and High Technology Park houses the City of Biotechnology and Human Health of Metropolitan Montreal (Biotech City) as well as a business and science centre which includes a high concentration of biopharmaceutical companies in Quebec, and is internationally recognized as a very high-quality technocity. The Biotech City has its own business incubator, the Quebec Biotechnology Innovation Centre (QBIC), which helps researcher-entrepreneurs launch and consolidate their businesses. Among many other institutions of note we should also mention the INRS-Institut Armand-Frappier, which contributes to Quebec’s efforts in research, training, and technology transfer in the field of human animal and environmental health. On the strength of this sectoral concentration, Laval is now considering building a biotechnologies centre.

Aven

ues

forG

row

th

•40 Tourism

Developing structures to promote family activities As part of its tourism priorities, the Laval region plans to adopt a family-oriented vocation. Major renovations to the Récréatèque recreational facility as well as to the multi-purpose centre would support the development of this niche. The building of an international-scale visitor reception centre at the Rivière des Mille-Îles Park is also being considered.

Developing agri-tourism Agri-tourism is a product that can be used to complement international tourist visits. The Lanaudière, Laurentian and Montérégie regions all have agricultural infrastructures. Montérégie has developed projects such as the «wine route» and «cheese route» tours. In the Lower-Laurentians, visitors can pick berries, or visit a sugar shack or vineyard. Promotional efforts are being made to attract the Asian clientele. The possible sale of the Abbey in Oka mobilized the town, which is considering creating a school specialized in agri-food trades. The development of a strong agri-food sector requires that projects be coordinated, that visits by foreign journalists be organized, that packages be developed and that information be distributed. Even more importantly, the key to success in this activity sector requires that the recreational tourism industry be protected from real estate excesses.

Aven

ues

forG

row

th

•41 Tourism

RelationalAssets

•42 Tourism

DynamicVerticalCooperationCooperation between the government and regional stakeholders is very positive. Tasks are well distributed. The tourism development policy has been adopted by the Quebec government, which has delegated its implementation to the regional tourist associations (RTAs). The policy is drawn up through a process of close collaboration among the representatives of tourist organizations, who were invited to speak at national forums.

Regional tourist associations (RTA) Ties between the RTAs and the Quebec government are quite successful. The regional tourist associations are the cornerstones of tourism development in each region. Their representatives participate in the many issue tables created to discuss the specific needs of the region.

There are 21 RTAs, which are non-profit organizations that bring together the regional tourism stakeholders: people working in restaurants, lodging, various tourist recreation activities, municipal authorities and chambers of commerce, as well as economic development organizations. Each RTA plans its actions according to the specific characteristics of the region it serves.

Each RTA action plan is ratified by the organization’s board of directors, which is composed of local people. Regional consensus-building is the basis for RTA action. The action plan is adopted by majority vote of members from the sector, and tends to be concrete, efficient and adapted to the real needs of business people.

The RTAs created a national coordination organization called ATRAQ (“Associations touristiques régionales associées du Québec”). This organization acts as a spokesperson to the government authorities and a means to transmit information among the regions. The relationship between ATRAQ and the RTAs is fluid. The government also has close ties with ATRAQ, which it has relied on in elaborating Quebec’s tourism policy.

Research, training and employment Many ties exist between the authorities responsible for training and employment and those responsible for tourism stakeholders. In each region, the schools and government job-related organizations collaborate with representatives from the tourism sector in order to meet the labour needs of tourism businesses.

The Quebec Tourism Human Resource Council is the liaison between the RTA and the Quebec Ministry of Education, in order to make sure that the programs are adapted to the realities of the field of tourism.

Government support With respect to tourist information policies, the distribution of tasks between the government authorities and the regional stakeholders is also well defined. At the borders, the government manages the information offices. In each region, the RTAs and the municipalities are responsible for managing information centres. Making regional stakeholders responsible for implementing their own information system is a way to guarantee their success.

Rela

tiona

lAss

ets

•43 Tourism

As needed, the representatives of the tourism community call upon the authorities of Economic Development Canada for economic issues. Their assistance is also sought for student job programs and international intervention programs.

The tourism sector in fact has a flexible operational structure. The framework adopted by the government leaves regional stakeholders with the necessary latitude to develop tourism according to their own needs. The vitality of the RTA representatives and representatives of the various organizations active in the tourist sector, as well as the consensus among them, promote the development of the sector in every region of Quebec. However, some gaps still remain.

Promoting inter-regional linksThe operational structure does not promote the establishment of interregional links. Sometimes, there may be meetings between the representatives of two RTAs, but formal and regular ties are not part of the reality of this sector. Optimizing the development of tourism products requires real ties to be established among the RTA’s in neighbouring territories. These ties will promote the development of interregional products.

Structure coordination with the CMM The territories covered by Tourisme Montréal and Tourisme Laval are entirely part of the CMM, but that is not the case with the Laurentians, Lanaudière and Montérégie. Two examples demonstrate the relative weight of the CMM territory in these regions: only 11.25% of the members of Tourisme Lanaudière are from the CMM; of the 18 permanent or seasonal information centres in the Laurentian area, only two are located on the CMM territory. Montreal’s peripheral regions could profit more from the presence of tourists visiting the city. By the same token, the Island of Montreal could be enriched by the tourist products offered in adjacent regions. Working together with these regions could help Montreal to strengthen its competitive position with respect to other tourist capitals.

Develop strong political leadership Montreal is very well positioned to become even more competitive. To do so, the stakeholders in the sectors concerned (urban, cultural, socioeconomic and tourism) must work together toward the same objectives. Strong political leadership is indispensable to the participation of all levels of government, to the cohesiveness of the stakeholders and to securing better financing. The projects that are chosen will have to be structuring projects, and the events chosen will have to promote Montreal’s international reach.

Rela

tiona

lAss

ets

•44 Tourism

Conclusion

•4� Tourism

TheCulturalTourismBoomAccording to the World Tourism Organization (WTO), international tourism, which was evaluated at 692 million people in 1996, will be worth more than 1 billion in 2010. This represents an increase in income from $423 billion in 1996 to more than $1.5 trillion in 2010.

Cultural tourism is a notion that came about in the early 1960s and has been recognized ever since by the UN and UNESCO as a vector for promoting peace and friendship. Since then, several seminars have been held by the cultural and tourism stakeholders in Quebec, leading to a Quebec policy entitled Pour donner au monde le goût du Québec. Culture is presented in the policy as an essential element of tourism development.

Quebec culture: a unique market The uniqueness of Quebec culture is an asset we need to build on, if only to pique tourists’ curiosity. Quebec’s tourist market already relies on its cultural advantage for development. Of 321 tourist attractions in the urban area noted by the Tourism Chair of the Université du Québec à Montréal in 1998, 65% came under the headings of culture and heritage, 23% are related to the nature and adventure sectors, 6.5% to other recreational tourism sectors, 5% to agri-tourism and the rest to industry-related trips.

The World Tourism Office estimates that nearly 40% of tourist travel includes at least one cultural element and that this type of tourism will increase by more than 15% this year. The cultural clientele presents two interesting characteristics for the Montreal tourist industry: visitors in this category stay longer than the other tourist categories, and they spend more money. Finally, since there is no specific culture season, this is the clientele to target when seeking to remedy the problem of the seasonality of Montreal’s tourist market.

Conc

lusio

n

•4� Tourism

Appendices

•4� Tourism

Sources

Studies and Analyses

Montreal High Lights Festival Guide, 5th Anniversary, Montreal High Lights Festival, 2004, 69 p.

Culture et tourisme en ville, une affaire de créativité, Conference Participants’ Handbook, Quebec Government and Tourisme Montréal, September 1998, 56 p.

“Un grand cœur culturel pour Montréal”, Le Devoir, June 23, 2004, p. 1.

“Montréal, ville ouverte toute la nuit, Montréal en lumière”, La Presse, January 21, 2004, p. 1 (Arts et spectacles).

“Cahier réunions et congrès”, La Presse, January 28, 2004, 12 pages.

“Dans le ventre de Montréal”, La Presse, August 14, 2004, p. 13 (Vacances voyage booklet).

“Broadway (PQ)”, La Presse, July 5, 2004, p. A9.

Leclerc, Stéphane. Les arts et la métropole, Montreal Arts Council (formerly CACUM) and the Montreal Island Regional Development Council (CRDÎM), November 2000.

Le petit futé Montréal, 2002-2003 Guidebook.

Bilan d’activités 2003, Montréal International, 35 pages.

Bilan économique 2003, Montréal International, 26 pages.

«Le piètre bilan des Internationaux du sport de Montréal», Canoë, Journal de Montréal, http://www2.canoe.com/sports/dossiers/archives/2004/06/20040616-162415.html

Plan de développement touristique de Montréal 2003-2010, Final Report and Appendices, Tourisme Montréal, October 2003, 51 p.

Guide d’intervention touristique, Tourisme Montréal, September 1999, 65 p.

Internet SitesAéroport de Montréal

http://www.admtl.com/

Agence métropolitaine de Transport

http://www.amt.qc.ca/english/welcome.asp

Hotel Association of Greater Montreal

http://www.ahgm.org/en-index.html

Association touristique de Lanaudière, Tourisme Lanaudière

http://tourisme-lanaudiere.qc.ca/

Appe

ndic

es

•4� Tourism

Appe

ndic

es Association touristique des Laurentides

http://www.laurentides.com/

Association touristique de Laval, Tourisme Laval

http://www.tourismelaval.com/

Association touristique de la Montérégie, Tourisme Montérégie

http://www.tourisme-monteregie.qc.ca/

Association touristique de Montréal

http://www.tourisme-montreal.org/B2C/00/default.asp

Associations touristiques régionales associées du Québec (ATRAQ)

http://www.atrassociees.com/cgi-ole/cs.waframe.singlepageindex

Casino de Montréal

http://www.casino-de-montreal.com

Communauté métropolitaine de Montréal (In French only)

http://www.cmm.qc.ca/accueil/index.asp

The Montreal High Lights Festival

http://www.montrealenlumiere.com/indexEn.php

Quebec Government, Ministry of Culture and Communications

(In French only) http://www.mcc.gouv.qc.ca/

Quebec Government, Tourisme Québec

http://www.bonjourquebec.com/anglais/index.html

Quebec Government, Investissement Québec

http://www.investquebec.com/en/index.aspx?

Institut de tourisme et d’hôtellerie du Québec

http://www.ithq.qc.ca

The Getaway Boutique

http://www.laforfaiterie.com/client/en/accueil/accueil.asp

•4� Tourism

Molson Indy Montreal

http://www.molsonindymontreal.com/index-mtl.html

Montreal Museum of Fine Arts

http://www.mbam.qc.ca/en/index.html

World Tourism Organization

http://www.world-tourism.org/index.htm

Palais des congrès de Montréal

http://www.congresmtl.com/en/index.php

Port of Montreal

http://www.port-montreal.com/site/index.jsp?lang=en

Quebec Directory of Public Research

http://www.repertoire-recherche.gouv.qc.ca/eng/consultation/index.html

Société de transport de Montréal (STM)

http://www.stcum.qc.ca/

Statistics Canada

http://www.statcan.ca/Daily/English/040628/d040628a.htm

moreMontreal

http://www.moremontreal.com

Tohu Bohu la cité des arts du cirque

http://www.tohu.ca/en/default.aspx

RevueTéoros, Université du Québec à Montréal, Chaire de Tourisme

http://www.unites.uqam.ca/teoros/

Université du Québec à Montréal, Tourism Chair, Quebec Tourism Intelligence Network (In French only)

www.veilletourisme.ca/fr/accueil.aspx

Université du Québec à Montréal, Chaire de Tourisme (In French only)

Appe

ndic

es

•�0 Tourism

www.chairedetourisme.uqam.ca/

Université du Québec à Montréal, bibliothèque, recherche en tourisme

(In French only)

http://www.bibliotheques.uqam.ca/recherche/Thematiques/Tourisme/statistique.html

Via rail Canada

http://www.viarail.ca/en_index.html

Ville de Montréal, sommet de Montréal (In French only)

http://www2.ville.montreal.qc.ca/sommet/docs/chantier/01/fr/Tourisme.pdf

Technical Support from the Ministries InvolvedAndré Gagnon, Ministère du Développement économique et régional et de la recherche (MDERR)

Pierre Bellerose, Vice President Research, Public Relations, Tourisme Montréal

IndividualsConsulted

Diane Leblond, General Director, Association touristique des Laurentides

Isabelle McCann, Assistant to the General Director, Association touristique des Laurentides

Véronique Dumont, Communications Coordinator for Tourisme Montérégie

Hugo T. Lacroix, Assistant Director, Développement économique de Longueuil

Andrée Courteau, General Director, Tourisme Laval

Lucie Durocher, Assistant to the General Director, Tourisme Laval

France Lanoue, Assistant to the General Director, Tourisme Lanaudière

Appe

ndic

es

•�1 Tourism

Appe

ndic

es CreditsEditorial Director

Research and CopywritingResearch Assistants

Language Editing

Graphic Design

Michel Lefèvre

Guy PaquinJean-Philippe Meloche Charles-Albert Ramsay Julie Ranger Frédéric Simmonot Dominique Chichera

Pascale Detandt

Metropolitan Cluster Technical Committee

Michel-Marie Bellemare Economist – Regional Policy,

Ministère du Développement économique et régional et de la Recherche Daniel-Joseph Chapdelaine

Advisor – City Planning and Institutional Relations, Ministère des Affaires municipales, du Sport et du Loisir

Yves Charette Coordinator – Economic Development,

Communauté métropolitaine de Montréal André Gagnon

Advisor – Industrial File Development, Ministère du Développement économique et régional et de la Recherche

Michel Lefèvre Advisor – Economic Development,

Communauté métropolitaine de Montréal Christine Phaneuf

Advisor – Local and Regional Development, Ministère des Affaires municipales, du Sport et du Loisir

Ramata Sanogo Economist – City Planning and Institutional Relations,

Ministère des Affaires municipales, du Sport et du Loisir Francine Rivard

Director – Regional Development Coordination, Société générale de financement du Québec