Visitor Manual Final

8/13/2019 Visitor Manual Final

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Carolyn Mead

A Manual to Collect and Use Researchin Tourism Development Decisions

UNDERSTANDING YOUR

VISITORS


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A Manual to Understanding Your Visitor 2

Manual title:Understanding Your Visitors: A Manual to Collect and Use Research in TourismDevelopment Decisions

Author: Carolyn Mead

Copyright 2008

Tourism Research Innovation Project (TRIP)www.trip-project.ca

Project CoordinatorNicole L. Vaugeois, PhDBC Regional Innovation Chair in Tourism and Sustainable Rural DevelopmentVancouver Island University

900 Fifth StNanaimo, BC V9R 5S5Phone (250) 753-3245 Local [email protected]

TRIP is a multi partner initiative to enhance tourism development in rural BC throughknowledge movilization. Partners include education institutions such as VancouverIsland University, Thompson Rivers University, University of Northern BC, College ofthe Rockies and College of New Caledonia. Non acacemic partners include the Ministryof Tourism, Culture and the Arts, Tourism BC, Ministry of Econimoc Developmnet, BCParks, LinkBC, and the Canadian Rural Partnership.

A special thank you goes to Rick Rollins, Rob Hood, and Richard Porges for their timeand input into this manual.
http://www.trip-project.ca/http://www.trip-project.ca/mailto:[email protected]:[email protected]:[email protected]://www.trip-project.ca/


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Table of Contents

Introduction ................................................................................................................... 4

Section 1:

Importance of Understanding the Visitor .............................................. 6

1.1 Marketing Initiatives .......................................................................................... 6

1.2 Effective Product Development ......................................................................... 7

1.3 Grant Proposals ................................................................................................ 7

1.4 Support for Entrepreneurs & Business Plans .................................................... 8

1.5 Diversity in Visitor Information ........................................................................... 9

Section 2: Types of Visitor Information to Collect ................................................ 12

2.1 Comprehensive Table of Types of Visitor Information to Collect ..................... 12

Section 3: BC Community and Regional Initiatives .............................................. 16

3.1

Type of Initiative: Annual Local Special Event/ Festival ................................. 16

3.2 Type of Initiative: Small Community Based .................................................... 17

3.3 Type of Initiative: Local Tourism Association ................................................. 18

3.4 Type of Initiative: Local Visitor Centres .......................................................... 19

3.5 Type of Initiative: Regional Partnership Approach ......................................... 21

3.6 Type of Initiative: Regional Destination Marketing Organization .................... 22

Section 4: Steps to Initiate a Visitor Study ............................................................ 25

4.1 Steps to Help You Know How to Move Forward ............................................. 25

Step 1: Purpose of Information ......................................................................... 25Step 2: Types of Visitor Information Needed .................................................... 27

Step 3: Stakeholder Involvement ...................................................................... 27Step 4: Approach or Method ............................................................................. 28Step 5: Develop a Tool to Collect Information .................................................. 30Step 6: Analyze Results ................................................................................... 30Step 7: Sharing Results .................................................................................... 31Step 8: Knowledge Management and Decision Making ................................... 31Step 9: Evaluation and Monitoring .................................................................... 32

Section 5: Resources to Help You Succeed ............................................................. 35

5.1 Examples of Visitor Survey Questions ............................................................ 35

5.2 Examples of Festival Focus Questions ........................................................... 37

5.3 Post-Secondary Institutions ............................................................................ 38

5.4 List of Tourism Related Institutions ................................................................. 41

5.5 On-line Resources .......................................................................................... 43

5.6 General Resources ......................................................................................... 44


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Introduction

Tourism in BC is growing. According to Tourism BC, during 2002 about 22 millionvisitors contributed just over 9 billion dollars into the province of British Columbia.Visitors spend funds on a variety of areas such as food, accommodations, vehicle

rental, recreational activities, and entertainment. Information on this spending byvisitors is collected at regional, provincial, and national levels and tourism planningdecisions are based on this information. But what does this mean to a rural operator inNorthern BC, a small community on the BC West Coast, or a region attempting to makeitself more visible and marketable? It means thatthe visitor information collected at upper levels maynot reflect what is occurring locally. Rural tourismdata are either not collected or are fragmentedwhich may result in poor decision making.

Who is the Manual For?

The manual has been designed with the rural tourism stakeholder in mind. This couldbe a tourism committee advisor member, tourism operator, community, festival or eventorganizer, or a local tourism association. The intention of the manual is to providestakeholders at local levels with a better understanding of the importance of knowingwho their visitors are and how to take steps to gather relevant information about them.The manual will provide a solid foundation of what to look for when seeking assistancein the process of gathering visitor information.

How is the Manual Organized?

Section 1 provides an overview of why it is important to understand who the visitingmarkets are. The reasons for collecting visitor information are identified in terms ofmarketing initiatives, products, satisfying funding institutions, and developing businessplans. Section 2 is a table that identifies what to collect, along with benefits andconsequences of different methods. Section 3 has six community and regional initiativesfrom small to large scale as good examples of collecting visitor information. Section 4goes in depth into how to collect the information with nine specific steps. Section 5 is agroup of resources with examples of visitor survey questions, and agencies to accessoutside support for visitor collection initiatives.

Moving in the Right Direction

Collecting visitor information is a collaborative approach where all stakeholders at thelocal and regional level need to be included. Tourism operators, visitor informationcentres, communities, and regions need to determine what type of information that isneeded about visitors to make business and marketing decisions. Accessing outsideagencies for assistance with the development, implementation, collection, and analysisof visitor information will help make sense of the process.

Rural communities need to takeinitiative to understand theirvisitors in order to make effectivedecisions for tourism growth anddevelopment.


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SECTION 1:The Importance

ofUnderstanding

Your Visitor


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Section 1: Importance of Understanding the Visitor

Marketing and promotion influence visitors to know where discretionary time and moneycould be spent. This means communities and regions need to understand the visitor in

order to meet the visitors needs. Beyond researching consumer behaviour and marketsegments, collecting visitor information is vital for communities and regions to makeeffective business planning and marketing decisions. Ensuring various stakeholders arepart of the collection process increases the ownership and quality of the results fordecision making processes.

Ownership of Information

The issue is that often communities lack ability toeffectively collect comprehensive visitor informationthrough an approach that fits for that particular area.

Often provincial statistics are heavily relied upon by many regions and communities.These statistics may not have been gathered or often do not provide relevant ornecessary information for rural areas. What provincial statistics show that visitors havespent may not always match rural communities because of the cost differences ofservices across the province. Provincial and federal tourism bodies do not haveadequate resources to gather visitor information in rural areas, so it is the responsibilityof regions and communities. Communities and regions need to take ownership ofcollecting effective visitor information in order to meets its needs. When provincial,regional, community, business, festival or event visitor information is collected then thedata is very complementary to one another. When valid information is jointly collectedthe information can be developed in order to enhance what is being offered in the

province.

What is the Purpose of the Information?

It is important when considering collecting visitor information to determine the purposeof the data. The data collected would look different for a private entrepreneur,destination marketing organization (DMO), a not-for-profit group, or a community.Nevertheless, to plan and promote tourism it is vital to know the following information:who is visiting the community, why, when, from where, what did the visitor do, howmuch did they spend, where did they stay, and a host of other questions.

1.1 Marketing Initiatives

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

Rural communities need to takethe initiative to collect visitorinformation that is relevant totheir local area.


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that is appealing. An additional result is an increase in potential for marketing successwhen utilizing visitor data relevant to the community, business, event, or area.

When information is gathered locally then regional marketing can be influenced throughthe increased knowledge of what is happening throughout the area. The information

collected often confirms what is already known while helping to determine strategiesdepending on the outcomes found.When consistent information is collected about thevisitor often emerging visitor groups can be identified. Sometimes these groups may notyet be recognized or valued within a community and therefore the potential of thisemerging group is underestimated. A complete picture of the visitor allows for theefficient disbursement of marketing resources.

1.2 Effective Product Development

Product development in tourism is developing the experiences and atmosphere thatvisitors seek, along with the tourism infrastructure that supports it. The typical

infrastructure includes transportation and accommodations. In order to effectivelydevelop tourism products an understanding of the visitor is needed. Informationgathered will measure the impacts visitors have on a community and consequentlybusinesses. As a result, more opportunities open for the development of new tourismproducts, enhancing current products, and successful implementation of strategies.Knowing the visitor will also help determine pricingschemes with product development. In essence,any investment in infrastructure would be more

justifiable when visitor information is present.However, it is important to keep in mind that thequality of information is just as significant as

collecting visitor information.

Equally important is to have a greater understanding of a region and its products. Inorder to achieve this knowledge an integrative approach is applied. This means linkingthe visitor information to the regional stakeholders and accurately assessing theinformation to develop products. This aspect creates an ability to stay both competitiveand working in partnerships to attract the visitor to a region, and subsequently, aspecific business.

1.3 Grant Proposals

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

When stakeholders know thevisitor it is easier to matchproduct to the right targetmarkets.


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Good Business Plans can be based on:

development and future operations of the business understanding the target market (i.e. customer) ability to understand the viability of the business

based on visitor information

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

tourism.

1.4 Support for Entrepreneurs & Business Plans

Business plans and entrepreneurs go hand in hand. Organizations reviewing businessplans not only review the financial feasibility of a plan, but potential and existingcustomer markets. This information could be retrieved from existing data banks.However, as previously mentioned, visitor market information in many areas is notcurrent or even collected.

Constructing Good Business Plans

Market information based on visitor statistics would support the development of a wellconstructed business plan. The visitor statistics would help produce well informedbusiness plans and feasibility studies. In addition, basing a business plan on valid visitormarket information would enable the entrepreneur to prove many aspects in a plan.

Can More Entrepreneurs Be Attracted?

Many small communities wish to attract more entrepreneurs. However, what comesfirst? Developing the businesses or attracting the visitor? Actually, both come first.However, in order for entrepreneurs to want to go to a community there needs to beknowledge about the visitors. This means that when regions, communities, and

stakeholders collect and distribute the knowledge about visitor information moreentrepreneurs will be attracted to the area. This is because there is reliable visitorstatistics available in order to assess the economic feasibility of starting a business andsupporting a business plan. Consequently, entrepreneurs will be more aware of thenecessary investment capital required.


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1.5 Diversity in Visitor Information

Numerous stakeholders exist in BC, along with diverse regions and communities. Not

every community is the same, or has the same type of visitor. A tourism operator on theWest Coast may not have the same type of customer as in the interior of BC, even inthe same type of business. A visitor attending the fall fair in Northern BC may not exhibitthe same traits and spending habits as a visitor attending the music festival in theKootenay Region. This means that the information collected by stakeholders,organizations, communities, and regions will vary equally as the visitor.

Difficulty with Visitor Information

The difficulty with visitor information, at any level, is that often visitor information is notcollected, out of date, incomplete, random, or at a scale that is not applicable to the

local area. Storage of the information can cause issues because at times theinformation is not stored in a place that is accessible to potential users, or it is providedin ways that inhibit its use. Interpretation and presentation issues can also cause usersdifficulties accessing information for use in everyday business decisions.

Collecting Visitor Information at Different Levels

Visitor information at the local level may not be collected for a variety of reasons. It canbe expensive to collect the information, depending on the method utilized. It may bedifficult to maintain up-to-date information where there are many stakeholders andcommunities in a large area.

The information collected at the local level compared to the regional or provincial levelwould look quite different. For example, in the accommodation industry larger hotelbrands are described and categorized quite differently than accommodations in somerural areas. This does not mean that information should not be collected or is lessvaluable, but that information will look different. Categories of information that workprovincially may not work effectively for the local level. Provincial visitor information isbased on several standards, or indicators. Again, these may look different at the locallevel where tourism products may be categorized in different manners. This means thatat the local level regions, communities, stakeholders, and organizations need to setstandards for collecting visitor information that suit their needs because different

information is required.

Provincial level information is important to consider when making decisions at the locallevel, but in only certain aspects. For example, it would be useful to know the amount ofinbound US traffic in order to attract this market. On the other hand, if a community orstakeholder is in Northeast BC the Vancouver Conference attendance numbers wouldnot benefit local decisions.


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In Summary, Understanding Your Visitor Will:

Give ownershipof the information at the local level that may not otherwise be

collected.

Increase the value of rural tourism in British Columbia by showing who the visitor is.

Provide timely, relevant datato all stakeholders in order to make wise business

decisions.

Assist with marketing initiativesto match tourism services to target markets.

Guide effective product development that visitors are seeking and gain

perspective on what a community and region can offer.

Satisfy funding institutions by providing up-dated data.

Provide support for entrepreneurs and business plans so well constructed plans

can be developed based on up-dated information.

Presents a multi-level perspective of who the visitor is and how target markets

differ throughout BC with information gathered at local, regional, and provincial

levels.


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SECTION 2:

Types ofVisitor

Information to

Collect


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Section 2: Types of Visitor Information to Collect

When collecting visitor information it needs to be understood that the informationcollected at a community, regional, and business or organizational level will be different,

yet have some commonalities. An overall foundation to keep in mind is to determinewhat is needed to know to make effective decisions regardless of the type oforganization. The table identifies types of questions to ask in particular areas,describes the information to be collected, and outlines the benefits of knowing thatinformation.

2.1 Comprehensive Table of Types of Visitor Information to Collect

Types of

Questions

Description Benefits

Origin of visitor Where the visitor comesfrom

What is their host countryand community

Assists with marketing plans Increases ability to meet visitor

needs culturally when prepared Determine international markets

Purpose of visit Motivations of visitor What draws the visitor:

Could range from business,pleasure, attending a specialevent, visiting friends andrelatives, and others

Helps to know what type of marketto focus on

Motivational factors Assists in knowing what the needs

of the visitor could be

Accommodations What the accommodationsconsisted of and where

Number of nights

Assists with pricing, especiallyseasonality or noticed trends whichcan also be linked to marketing

Provides a comparison May show gaps in types of

accommodations that are neededLength of stay &length of journey

The length of time the visitoris spending in your area

Duration of entire trip

Determines if visit is short or longterm: can tailor tourismproducts/experiences to this

Helps to determine allocation ofemployees

Repeat visitation How many times the visitor has

attended a festival, stayedovernight, frequented the area,or stopped at a business

Ability to find out if something has

changed for the visitor Find out if something needs to

change from a marketing or serviceaspect

Participation inactivities

Types of activities engaged inand can include attractions,festivals & events, tours,specialized experiences, dining,

Opportunities for: improving quality of delivery marketing what to promote


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soft & hard adventure knowing what is popular finding gaps product development environmental management infrastructure development &

support aid with overall planning & goal

settingUse ofinformationsources

Type of sources utilized fordiscovering the area, event, orbusiness including: web print material type of print material word-of-mouth advertisement, signage

& other

Aid in marketing andcommunication techniques

Determine effectiveness of themarketing techniques

Guides where to spend marketingdollars

Increases opportunities tomaximize satisfaction on visitorexperiences including welcome,

orientation, & information needsExpenditures Outlines purchasing behaviour

in terms of what is beingpurchased and how much

Helps to determine incomegenerated in community

Assesses community or businesssustainability

Determines range of amount ofspending from low to high

Helps decide type of tourismproduct to offer and capacity tomeet demand

Ensure businesses can meetvarious types of spenders

Demographics Provides a visitor profilepertaining to: Age Gender Family status Education Language

Knowing the factors that contributeto visitor habits & choices aid indecision making for marketing andproduct development

Increases understanding of trendsamongst certain groups

Method of travel How the visitor arrived to thedestination could include: Chartered van or passenger

bus

Camper-van Personal vehicle Back-packing on foot Snowmobile And other modes of

transportation

Assists in packaging the tourismproduct

Guides infrastructure development Helps to know what services &

amenities to offer Guides where to place promotional

material Provides an opportunity to build

partnerships with tour companies Opportunities to build in more

destination stops withneighbouring communities orbusinesses


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Visitor partycomposition

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

Helps to determine what services &amenities may be necessary

Aids in marketing to specific targetmarkets

Provides a broad perspective ofwhat may influence participation inparticular activities

Satisfaction ofthe visit

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

Increases opportunities to: Meet visitor needs Potential repeat visits What to improve upon What to promote Increases local pride & ownership

of positive aspects


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SECTION 3:BC Community

andRegional

Initiatives


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Section 3: BC Community and Regional Initiatives

Several examples of community and regional initiatives exist in collecting visitor

information. Examples range from local to regional levels. Some of these exampleshave utilized university college students to develop, implement, collect, and analyze thevisitor information. Each case study demonstrates differences in each approach, alongwith strengths and weaknesses of those approaches.

3.1 Type of Initiative: Annual Local Special Event/ Festival

What Is It? 2006 Cowichan Wine and CulinaryFestival Visitor Survey conducted in the

Cowichan area on Vancouver Island, BCPurpose and Methods of Collecting Visitor Information

Purpose:To gain information previously lacking and to assist in future planning. Theinformation gathered focused on where and how the visitor heard about the festival,how many in the group, personal demographics, suggestions for festival improvement,mode of transportation, and purchases made.

Method: The Festival Committee initiated its first visitor satisfaction survey for the eventin 2006. The festival had been implemented only in the prior year. Festival visitors wereasked to fill out a two-page participant satisfaction survey during the three day event.

Venue hosts were followed-up with a telephone survey after the event.

Volunteers were stationed at various venues for certain lengths of time to inform visitorsabout the survey and to collect them. Surveys were also placed strategically throughoutvenues and later collected. All venue hosts were informed about the survey and wereasked to encourage visitors to complete the surveys. In addition, volunteers on theshuttle buses handed out surveys. Surveys were completed at the time of receiving it.Some volunteers that assisted with the survey implementation were MalaspinaUniversity-College students, Festival Committee members, and community volunteers.

Strengths Up-to-date visitor information was

received during the festival. Solid visitor information was collected

and disseminated to the FestivalCommittee for future planning.

Specific feedback was provided toimprove future visitor satisfaction.

The overall cost of implementation waslow.


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Weaknesses There were not enough volunteers tocarry out the delivery of the survey tovisitors at the festival.

There was inadequate communicationand time to effectively implement the

survey between the FestivalCommittee, volunteers, and vendors atthe venue sites.

The value of the survey results was notfully understood by all.

The event was un-gated so visitors didnot enter at one point. This made itdifficult to measure visitor satisfactionand economic impacts compared to agated entry festival or event with one ortwo entry points.

For more information Contact Carleigh Randall [email protected]

3.2 Type of Initiative: Small Community Based

What Is It? Gem of the Gulf: Community BasedTourism on Hornby Island, BC (2006)

Purpose and Methods of Collecting Visitor Information

Purpose: To gather visitor and resident information to make decisions regarding how tomanage tourism growth. A tourism strategy had been developed in order to meet theobjectives of the communitys vision. Part of this process included identifying key assetsand issues and challenges to overcome in order to move forward with effective tourismpractices.

Methods: 1) The first phase of the process focused on community. The Hornby IslandEconomic Enhancement Corporation (HIEEC) implemented a resident survey ontourism. The purpose of this was to seek the level of support for tourism in thecommunity and identify possible strategies.

2) The second phase of the process focused on the visitor. HIEEC obtained funding inorder to implement a visitor survey. This process included a researcher to conduct asummer seasonal survey by intercepting visitors leaving the island. The overall premiseof the survey was to obtain a visitor profile and visitor perceptions. Students and facultyat Malaspina University-College through the Recreation and Tourism Research Instituteassisted with the survey design and analysis. Community meetings were held
mailto:[email protected]:[email protected]


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incorporating the information from both surveys during discussions to identify issuesand strategies. From this point, a strategic tourism planning process was developed. Agroup of residents were actively involved in the process.

Strengths Relevant local visitor information was

gathered, at a relatively low cost due tooutside funding. Community involvement was a large

part of the overall process whichincreased value, voice, and power withthe information.

There was more community andstakeholder buy-in due to the process.

Weaknesses Process took longer to implementbecause more stakeholders wereinvolved.

Survey implementation during oneseason limited amount of information.

For more information TRIP website: Case Studieshttp://www.trip-project.ca/resources.php?page=cs ORhttp://www.trip-project.ca/uploaded/case-studies/hornby-island-case.pdf

3.3 Type of Initiative: Local Tourism Association

What Is It? A Study of Visitor Profiles in the West Chilcotin Region (BC, Canada) as abasis for Regional Tourism Development (2007)


Purpose:There was little to no information available about visitors to the West Chilcotinarea. The purpose of the information was for the West Chilcotin Tourism Association toutilize the information to: 1) increase visitor numbers, 2) encourage longer stays, 3)increase potential spending in the area, 4) increase participation in local attractions and

services, and 5) capture the shoulder and off seasons. The overall objective of the visitorstudy was to develop a visitor database to assist the tourism association with marketingplans.

Methods: 1) The West Chilcotin Tourism Association in conjunction with a student from aGerman University of Applied Sciences developed a visitor questionnaire. A partnershipwith the West Coast Chilcotin Tourism Analysis, a Learners Company Project, was created.Tourism operators who were members of the tourism association completed a survey. This
http://www.trip-project.ca/resources.php?page=cshttp://www.trip-project.ca/resources.php?page=cshttp://www.trip-project.ca/uploaded/case-studies/hornby-island-case.pdfhttp://www.trip-project.ca/uploaded/case-studies/hornby-island-case.pdfhttp://www.trip-project.ca/uploaded/case-studies/hornby-island-case.pdfhttp://www.trip-project.ca/uploaded/case-studies/hornby-island-case.pdfhttp://www.trip-project.ca/resources.php?page=cshttp://www.trip-project.ca/resources.php?page=cs


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information focused on the business, special features, and estimated figures about visitors.This information was compared to the results of the visitor survey. Some businesses did notparticipate for various reasons.

2) A visitor study that was carried out through July to October 2006. The two page survey

was channelled to visitors through tourism businesses in the regions with 150 surveysreturned. Visitors were not eliminated based on day trip versus longer stays.Comprehensive visitor information was collected.

3) In addition to the visitor survey, existing sources of information about visitors was used,as well as discussions with stakeholders and site visits. A SWOT analysis of the area wascompleted. Through discussions with stakeholders it was recognized that visitors were notstopping as long or making the West Chilcotin a primary stop.

Strengths The study produced solid results that were not present prior. The process of local community and stakeholder collaboration began.

Some valid numbers and information was provided and shared thatprovided a foundation to move forward with tourism planning andmarketing.

Weaknesses The process required a number of stakeholders to participate andcooperate and this seemed challenging to get everyone on board.

Not all markets were present because of low stakeholder participation. The return rate from visitors was small and may not provide a complete

picture. The surveys were completed at different times during the visit which

resulted in a lack of information about the entire trip.For more

information

Land Without Limits(DMO)

http://www.landwithoutlimits.com/Travel_Industry/Resources/Studies_Available_At_CCCTAand look for A Study of Visitor Profiles in the West Chilcotin Region (BC,Canada) as a basis for Regional Tourism Development

3.4 Type of Initiative: Local Visitor Centres

What Is It? Value of the South Cariboo Visitor Centre (2006).Purpose and Methods of Collecting Visitor Information

Purpose:The Research Services branch of Tourism BC has developed a methodologythat Visitor Centres can use to measure the impact of the Visitor Centre on visitor travelbehaviour. This example is one of several local BC Visitor Centres that haveparticipated over the last five years. The South Cariboo Visitor Centre had the followingobjectives: 1) profile visitors and 2) measure the influence the South Cariboo VisitorCentre has on the decision-making process of travellers in BC. Such decisions include
http://www.landwithoutlimits.com/Travel_Industry/Resources/Studies_Available_At_CCCTAhttp://www.landwithoutlimits.com/Travel_Industry/Resources/Studies_Available_At_CCCTA


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length of stay, expenditures, and selection of additional or alternative activities,attractions, or destinations.

Methods:Between June 4 and September 4, 2006, 2,100 people were interviewed at the Visitor

Centre and a main heritage attraction site. Two locations were used in order to comparetypical traveller behaviour in the region to those travellers utilizing the Visitor Centreservices. A mail-back survey was also utilized to gather further details about visitormotives, planning, experiences, understanding visitor perceptions of the area aftercompletion of the trip, and to compare mid-trip and post-trip perceptions regarding theVisitor Centre impacts on visitor behaviour. Return numbers on the mail-back surveywere 525, and 1,299 interviews were conducted.

Information that was gathered demonstrated that visitors do use Visitor Centre services(between 26-38% prior to trip planning) and 55-71% during travel. However, travelguides, past experiences, and recommendations from friends and relatives also played

a significant role with travel decisions.

Strengths Detailed visitor profiles of the South Cariboo regionwere portrayed.

The information will help determine a way to meetvisitor needs and visitors utilizing Visitor Centreservices.

Ability to connect the visitor profiles to targetmarkets for a marketing plan with the newinformation.

A potential opportunity was noticed to develop a

marketing plan to target visitors currently not usingthe Visitor Centre, such as those visitors spendingtime with friends and family.

Weaknesses The shoulder and off-season visitors were notincluded in the process so there are gaps ofinformation.

Visitors who connected to the Visitor Centrethrough phone calls and email inquiries were notincluded.

For more information Tourism BC Regional Profiles Researchhttp://www.tourismbc.com/special_reports.asp?id=2065
http://www.tourismbc.com/special_reports.asp?id=2065http://www.tourismbc.com/special_reports.asp?id=2065


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3.5 Type of Initiative: Regional Partnership Approach

What Is It? Northern Rockies- Alaska Highway Visitor ResearchProject (2003)


Purpose:To provide data on the characteristics and volume of travellers along thehighway and to support marketing plan design and product development in the NorthernRockies- Alaska Highway region.

Several sponsoring partners assisted with the project financially or with in-kind services.These partners included eleven local, regional, provincial, and national organizations.

Other partners included BC Parks, Visitor Information Centres on-route, and localtourism operators.*

Methods:1) During the peak travel season from mid-May to end of September 2003, 3,259random interviews were conducted at two Visitor Information Centres, fourattractions/museums, and three campgrounds in North-eastern BC. Interviews wereconducted with hand-held Palm Pilots with a special program. Target visitors includedthose travelling to or through the area, except for visitors participating in day trips or forpersonal reasons, working in the area, or part of a tour group.

2) In the fall, 1,900 follow-up surveys were mailed to the intercepted visitors with a 59%response rate.

3) A third part of the process included a vehicle count travelling the highway. This wasimplemented with highway permanent traffic counters and viewing stations. Interviewerswere hired by Tourism Dawson Creek and Northern Rockies Regional District.Strengths Rich, relevant, and timely data was gathered over a

length of time. A high response rate was received. Some of the results coincided with Tourism BC

findings, such as demographics of visitors utilizingVisitor Information Centres.

A variety of methods was used to gather theinformation.

The information gathered was very comprehensive. This information could be utilized to help Regional

Destination Marketing Organizations develop amore relevant marketing plan.


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The information would be useful for local operatorsto have a clearer understanding of the visitor fortourism planning and development.

Weaknesses The process was expensive to implement. This entire process would be expensive and

impractical to implement every year. The shoulder and off-season visitor information

was not gathered. Dissemination of the information to all stakeholders

in a relevant, easy to read package could bechallenging. (NRATHA sponsored a number ofpresentations in the area and the presentationdocuments were the main communication tools)

For more information Tourism BChttp://www.tourismbc.com/special_reports.asp?id=2065

* The project was developed and implemented by Sarah Adams of Tourism BC, but itwas the result of the local tourism association, Northern Rockies-Alaska HighwayTourism Association (NRAHTA), convincing Tourism BC (and other partners) of theneed for the project.

NRAHTA was able to successfully mobilize provincial and national organizations withthe expertise and resources to conduct the study by first stimulating interest andawareness about the importance of tourism research and identification of visitorsthrough a local initiative. By first creating local interest and involvement, effectivepartnerships were created regionally, provincially and nationally.

The key to the success of the study was the partnerships, collective awareness and

community spirit that had been stimulated through the original local initiative, partnersexpertise, and the commitment of Tourism BC to support NRAHTAs goals. Thefindings have formed the basis of decision making in all the activities undertaken byNRAHTA and serve as a resource for future planning.

3.6 Type of Initiative: Regional Destination Marketing Organization

What Is It? Winter Visitor Survey Results (2003) for 6of 7 Regions on Vancouver Island


Purpose:The overall purpose of the visitor survey was to learn the needs andexpectations of the tourism markets arriving on Vancouver Island Region, as well asvisitors traveling between regions on Vancouver Island. The results assisted in thefollowing ways: 1) determining demand for tourism products, 2) developing a scale andvalue of the tourism market, 3) visitor preferences, and 4) assessing future tourismdemands.
http://www.tourismbc.com/special_reports.asp?id=2065http://www.tourismbc.com/special_reports.asp?id=2065


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This study was part of a larger project called Tourism Labour Market Research. TheRecreation and Tourism Research Institute at Malaspina University College andTourism Vancouver Island worked in partnership with the study. Funders included thefederal government through Human Resources Development Centre of Nanaimo.

Methods:Visitors were intercepted by researchers throughout six regions within theTourism Vancouver Island region between January and March. The results were 1,498completed visitor surveys. Upon prior approval, six specific areas of visitor interceptwere determined in order to catch the largest possible number of visitors. These areasincluded sites within the tourism sectors of: accommodation, transportation, visitorinformation centres, outdoor recreation and sport operations, attractions (includingfestivals and events), and arts and culture. Visitors were randomly selected and askedto participate with a written survey. A detailed profile of the visitor was compiled.Strengths In conjunction with the other studies a

balanced all-round seasonal profile is

examinable and useful. There is the ability to link labour market

resources to visitor demand based onthe survey results.

The process could be adapted to otherareas of BC.

The information is very useful to localtourism operators.

The information could be used todevelop business plans and satisfypotential funders.

Weaknesses Costly to implement without additionalsupport.

Reaching the tourism operators withthe information may be challenging.

The amount of information isoverwhelming and needs to bestreamlined for more practical use,along with linking it to more seasons foreasy analysis.

The value of the information needs tobe communicated in order to have

potential partners participate in futurecollection.

For more information Tourism Vancouver Islandhttp://www.tourismvi.ca/research/index.php
http://www.tourismvi.ca/research/index.phphttp://www.tourismvi.ca/research/index.php


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In Summary, the BC Community and Regional Initiatives Show:

How different levelsof stakeholders can work collaboratively together.

Working with regional partners creates an effective way of building networks.

Incorporating outside agenciesassist with the overall success of collecting andunderstanding visitor information.

Strengths and weaknessescan be seen from various approaches and be used as

a benchmark for tracking success in collecting visitor information.

Moving from local up to provincial levelscreates different ways visitor information

is collected, along with what is collected in order to fit the purpose.

SECTION 4:

Steps toInitiate a

Visitor Study


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Section 4: Steps to Initiate a Visitor Study

There are several aspects to consider when initiating a visitor study. Foremost, in orderto gather quality information time and money are necessary. Without applying the time

and funds that are needed there will be limitations to the quality of the data that results.The target audience of the information is a vital consideration. A business owner,festival and event organizer, or community tourism task force committee would look atthe information from different perspectives.

How Do I Initiate the Steps?

Independently collecting visitor information can be done. However, it can beoverwhelming, difficult to implement, hard to understand the information, and timeconsuming. Soliciting support from sources that haveexperience developing and implementing a survey is

best. The results will be complete, understandable,managed professionally, and overseen by you inorder to meet the communitys needs and purpose ofcollecting the information. Sometimes there is a fee,but there may be grants available to communities ororganizations. Outside supports include:

1. Independent professional consultants or research groups.2. Working with universities or colleges close to your area (Section 5.3).3. Contact Project Coordinator of Tourism Research Innovation Project (TRIP) (Section

5.4).

4. Contact tourism related research institutions (Section 5.4).5. Collaborating with regional partners in your area.6. Consult with Tourism BC in the research department (there is no feebut usually an

in-kind contribution is needed) (Section 5.4).7. Consult with Ministry of Tourism, Culture, and Arts in the research department

(Section 5.4).

4.1 Steps to Help You Know How to Move Forward

Step 1: Purpose of Information

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

Accessing outside supports willhelp in developing, implementing,and understanding the visitorinformation.


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Purpose of Collecting Information

General Build a more complete picture oftourism within the community or area

Assess visitor satisfactionEconomics Determine how tourism contributes to

the local economy Determine possible factors affecting

visitor spending Satisfying funders, current or potential

Internal Perform ance: How A re We

Doing?

Competitive positioning Learn how to manage local resources

and environment Able to develop and set standards

related to the information gatheredMarket ing To determine market readiness

Develop a marketing and promotionalplan

Understand current target markets Increase understanding of trends and

emerging markets Increase understanding of visitor

cycles; comparative analysis

Determine how one type of visitor candiffer from another

Planning and Developm ent Assist with overall tourism planning Determine pricing policies for whatever

the context Assess supply and demand Making decisions about product

development Monitoring and evaluation Allocation of resources, whether

financial, volunteers, staff, and so on

Col laborat ion Build networks and partnerships withother businesses, events,organizations, and communities

Look for opportunities to work togetherto create more tourism experiencesbased on visitor information


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Step 2: Types of Visitor Information Needed

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

Types of Visitor Information To Collect

Origin of Visitor Purpose of Visit Party

composition

Size of party Length of stay

Length ofoverall trip

Type ofexpenditure

Amount ofexpenditure

Usage oftourisminformationsources

Impressions

Satisfactionlevel

Activityparticipation

Generaldemographics

Point of origin Method oftravel

Accommodation

usage

Repeat

visitation

Festival

participant (ifapplicable)

Expenditures

related tofestivalattendance

Intentions

related tofestivalattendance

Step 3: Stakeholder Involvement

A joint approach when collecting visitor information equals maximum success in thebenefits of tourism in rural communities. A cross-section of and multi-number ofstakeholders at various levels is necessary for the collection of visitor information. Thiscollaboration will increase the quality of the results for the decision making processesrelated to tourism. The way the visitor informationaffects each business, organization, and region willbe different and therefore, vary on how to collect theinformation. A cooperative approach in thecollection process will increase the reputation anddestination potential of any related tourismbusiness, organization, or region.

Collecting visitor information atthe local level necessitates thatall stakeholders be involved tocreate success in the process.


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Step 4: Approach or Method

Choosing the appropriate method for the type of visitor information to be collected willlead to success for the end results. Any data collection requires resources in terms ofpeople, funds, and technical knowledge. The cost of visitor collection depends on the

method and how much data is being collected. Technology is required to implement theprocess. A set of procedures will ensure clarity and consistency for collecting the data.

Where and When Does the Information Get Collected?

Another key consideration is identifying where and when to collect information.Strategic positions such as in the community or region, at an event or attraction, andtiming when collecting information will help reach the visitor most effectively. Ideally,collecting information should be over a period of time in order to conduct a faircomparison, collect adequate information, and have a fair representation of the types ofvisitors. The value of the survey is highly dependent on the fact that interviewed visitors

need to be representative of all types or groups of visitors. For example, this means thatinterviewing 20 out of 400 people at a festival may not reflect the groups that may haveattended such as families, young adults, seniors, singles, or other types of groups.

How Do We Know Which Approach or Method to Use?

There are several approaches and methods that can be used to collect visitorinformation. Each approach has both disadvantages and advantages that have to beweighed out. Linking back to the purpose of collecting the information, connecting to anoutside resource, and determining the resources available to carry out the process willhelp determine what to do.

Methods and Approaches to Collecting Visitor Information

Method orApproach

Description Advantages Disadvantages

Observation Anecdotal recording ofvisitor behaviour

Completed in real-time Costly to implement Can be considered

invasiveInformalinterviews

Engaging in dialogueduring interactions

Natural andpersonable

No-cost

Increases visitor

satisfaction

Information may not getrecorded

Insufficient informationcollected

Face-to-faceinterviews

Reaching visitors in theactual setting to discussopen-ended questions

High response rate More representative

of visitor types

Flexible to type ofdata to collect &expectations

Able to ask & answerquestions

Costly Time consuming

What to do withrefusals

Requires some training


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Survey Intercepting visitors atany type of site, includingaccommodations, with aquestionnaire

Good recall rate

Easy to implement Many visitors can be

intercepted

Data needs tointerpreted fordistribution

May have smallerresponse rate

Time consuming

Visitor may not havefinished visit

Could be lessrepresentative

Survey (mail) Mailing a questionnaire topast visitors

Can tailor to intervieweetime frame

Potential poorresponse rate

Difficult to get contactinformation fromvisitors and permissionto send a mail survey.

Proper implementationis expensive

Need some information

about visitor prior inorder to reach themTelephone surveyor interview

Direct dialling pastvisitors with aquestionnaire to guideinterview

Timing can determinerecall

Completed afterentire visit

Quick to implement

Can be perceived asinvasive

Expensive Need some information

about visitor prior inorder to reach them

Web-basedsurveys

A survey conducted viaweb mail

Can be easy toimplement & interpretdata

Fairly inexpensive

Relies on technology

May not accessadequate number ofvisitors

Requires collection of

some prior informationof visitors

Visitor commentcards

A small index type of cardwith specific, short, andquick questions

Quick Inexpensive to

develop

Shows interest invisitor satisfaction

May not be seen byvisitor

Could be difficult todetermine who tocollect

Easy for stakeholder tolose

May result in anunrepresentative(biased) sample

Exit survey A survey that is used

upon departure;especially relevant at afestival/event, or a guidedtour group leaving anarea

Visitor has finished

visit Can access all exit

points

Data needs to

interpreted fordistribution

May have smallerresponse rate

Time consuming


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Step 5: Develop a Tool to Collect Information

A tool is necessary to collect visitor data effectively and consistently. Establishing agood tool at this step will ensure that the information received is informative andapplicable. The tool can be a survey, visitor card, questionnaire for interviews, or a mail-

out survey. Questions should be both open-ended where visitors can have space toanswer freely, and close-ended where answers are either circled or checked off. Thetool needs to be clear, easy language, user friendly, and short. See the resourcessection for some examples of questions.

Step 6: Analyze Results

At this point there is a wealth of information ready to interpret. Developing a method toanalyze the results will ensure clarity and consistency for processing the data.

Tips to Analyze Results

1. Determine who will manage, maintain the system, and keeps personal informationconfidential

2. Use a system that is inexpensive and that most people can use (such as Microsoftexcel)

3. Accessibility to and retrieving the information is important

4. Create a data base

5. Make the data base easy to amend

6. Create data entry forms

7. Do the inputa. Ensure related data can be linkedb. Ensure accuracyc. Pull together responses into themes that make sense, without changing

meaning

8. Create charts and reports that are meaningfula. Use percentages or averages based on responses

9. Keep in mind the audience, or receiver of the informationa. Audience can be local, regional, not-for-profit, or private


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Step 7: Sharing Results

The bottom line is that visitor information is valuable. Sharing the information with allstakeholders ensures all members benefit in the overall market share in tourism.Developing a method to circulate the information in a clear and consistent manner is

part of this step. How often this sharing, or reporting takes place needs to beconsidered. Sometimes quarterly or annual reports can be distributed. Wheninformation is gathered throughout the year and managed well, then information can beeasily distributed as needed. Tourism research branches, such as the World TourismOrganization, recommend that information be presented in a way that is easilyunderstandable, interesting, useful, and meaningful in order to be utilized effectively.

Step 8: Knowledge Management and Decision Making

The information needs to be used for problem solving and decision making regardingtourism planning. The information collected at the local level in rural communities will

enhance the provincial information. Together, the information will address currentissues and interests. Linking the data back to the particular purpose of collecting thevisitor data will help channel the information to the appropriate place. This means thatthe information will need to be relevant to the various stakeholders.

In order to reach all stakeholders and relevant audiences, findings of the study needto be shared in a variety of user-friendly manners. In the example of the VisitorSurvey undertaken by Tourism Vancouver Island (Section 3.6) a variety of differentmethods were used to ensure the data was accessible and utilized by the

stakeholders involved as well as the public interested in the findings. Theinformation gathered was made available in the following ways:

1. The report was made available for downloading off the Tourism VancouverIsland website (the number of downloads were then able to be tracked);

2. Media releases occurred at various times throughout the study process andagain upon completion;

3. Presentations were created with the findings and used during a SpeakerSeries tour on Vancouver Island;

4. Regional Profiles were created for each region of Vancouver Island thatorganized the findings into charts and graphs for visual interest and ease ofcomprehension.

Other methods that can be effective to share the findings of a study include: Poster presentations Brochures Videos or DVDs


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Types of Decisions

General Goal setting Monitoring tourism Forecasting in general

Affirming what is already known orassumed

Meeting visitor needs and satisfactionEconomic Cost and economic benefit analysis

Financial management Business plans Supporting existing businesses Business opportunities Feasibility studies Satisfying funding institutes

Internal Perform ance: How A re We

Doing?

Environmental management

Market ing Marketing strategies

Planning and Developm ent Planning for capacity and infrastructureof an area, event, or attraction

Product development Creating policies

Col laborat ion How can we work together to deliver

tourism experiences?

Step 9: Evaluation and Monitoring

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

collaborative partnerships with stakeholders ensures this step is managed easily.


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Summing Up the Steps to Initiating a Visitor Study

Utilize agencies or partnersin the tourism industry to provide a particular level ofexpertise.

Be familiar with the steps of collecting visitor information to have effective

knowledge of what to expect. Know that the process does take time and money but

the benefits will be quality information.

Step 1: Purpose of Information:Understand why the information is being collected.

Step 2: Types of Visitor Information Needed: Fit the types of information needed to

the user. Ensure a breadth of questions is asked to obtain the required information.

Step 3: Stakeholder Involvement:All stakeholders need to be involved in order to

build a comprehensive picture of all target markets.

Step 4: Approach or Method: There are several methods to collect visitor information

that have disadvantages and advantages with each.

Step 5: Develop a Tool to Collect Information: Developing an effective tool with

questions that evoke in-depth answers from visitors will be more helpful in the long run.

Step 6: Analyze Results: Visitor information needs to be compiled in a way that

makes understanding the information easier. Make managing the system an easy

method.

Step 7: Sharing Results: Tourism is a collaborative process and sharing the

information in a timely manner with all stakeholders ensures overall tourism success.

Step 8: Knowledge Management and Decision Making:Good visitor information

makes tourism planning and growth decisions more relevant and effective.

Step 9: Evaluation and Monitoring: Re-evaluate that the process is working for all

stakeholders. Check to see if the collection tool needs to be changed if adequateinformation is not being received.


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SECTION 5:

Resources toHelp You

Succeed


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Section 5: Resources to Help You Succeed

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

5.1 Examples of Visitor Survey Questions

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

Purpose of visit What is the purpose of your visit? Visiting friends or relatives Business Both business and pleasure Pleasure Other (medical, shopping, funerals, etc )

Accommodations How many nights did you spend in [community]?What type of accommodation did you use? Bed and breakfast Hotel/motel Campground Stayed with friends or relatives Other: Please specify

Length of stay &

length of journey

How long was your visit?

Half a day Full day Stayed one night Stayed ____ number of nights

Repeat visitation Is this your first visit? (Yes or No). If yes, how many times have youbeen here before?

If it were possible, how likely is that you would want to return here?

Participation inactivities

What activities did you participate in while in the community? (providelist)

Which facilities and services did you use while in the community?

(provide list)

Use ofinformationsources

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


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

Expenditures Please estimate how much money you spent per day in the followingcategories: Provide a scale such as $0 ___ $1-$50 ___ $51-$100 ___$101-$200 ___ over $200 __ Accommodations Meals Recreational activities Groceries Transportation Souvenirs Miscellaneous

How many people in your party are included in this estimate?

Demographics What gender are you? Male ___ or Female ___ What is your age? under 12 ___ 12-17 ___ 18-39 ___ 40-51 ___ 52-65

___ 65 or older ___ Do you have children living in your household? Yes or No What is your average household income?

o Under $20,000o $20,000-29,000o $40,000-59,000o $60,000-79,000o $80,000-99,000o Over $100,000

Education level (provide list)

Method of travel How did you arrive to the [community]? Aircraft (type) Rented vehicle Own vehicle RV Rented RV

Visitor partycomposition

How many people, including you, were in your travel party? Number ofpeople ___

How many of these people were: under 12 ___ 12-17 ___ 18-39 ___40-51 ___ 52-65 ___ 65 or older ___

Satisfaction of thevisit

Overall, how satisfied are you with your visit here? How strongly would you recommend this [community, site, attraction,

business, etc] to friends? What was especially good about your visit here? Was there anything disappointing about your visit? If anything, what would you suggest to improve?


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5.2 Examples of Festival Focus Questions

These questions are in addition to the previous type of questions for visitors in order to

capture the differences in the type of visitor that attends a festival or event.

Types of Questions Questions

Promotion How did you find out about the festival?

Accommodation Related How many days in total will you bespending in the area as a result ofattending this event?

During this visit, are you staying in[community] or the region?

Is this your first visit to [community]?Participation In what capacity are you taking part in theevent?

Participant Volunteer Other

Spending Habits Have you, or will you, be purchasing anygood or services while either visiting thearea or attending the event?

How much do you estimate you and yourparty will spend in total in the area duringthe event on the following items?

How many persons are covered by theseexpenditures?

Intentions Would you have visited [community] thisyear had the event NOT been hostedhere?

During your stay have you visited or planto visit other attractions in [community]?

Now that you have visited [community] areyou planning to return within the next year?


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5.3 Post-Secondary Institutions

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

Post Secondary Institution Tourism, Recreation, orHospitality Program

British Columbia Institute of Technology(BCIT)3700 Willingdon Ave, Burnaby, BC V5G 3H2604-434-1610Web:www.bcit.ca

Marketing Management Diploma inTourism

Camosun College3100 Foul Bay Road, Victoria, BC V8P 5J2250-370-3550 or 1-877-554-7555Web:[email protected]:[email protected]

Tourism Certificate Certificate in Travel Counselling Business Administration Diploma-Tourism

Management Golf Management Diploma

Capilano UniversityNorth Vancouver Campus2055 Purcell Way, N. Vancouver, BC V7J 3H5604-986-1911

Sunshine Coast Campus5627 Inlet Avenue, Sechelt, BC V0N 3A0604-885-9310

Squamish Campus1150 Carson Place, Squamish, BC V0N 3G0604-892-5322Web:www.capcollege.bc.ca

Aboriginal Tourism Operations Certificate Certificate in Advanced Tourism Studies Tourism Event Management Certificate Wilderness Leadership Certificate Advanced Wilderness Leadership

Certificate Mountain Bike Operations Certificate Destination Resort Management Diploma Outdoor Recreation Management Diploma Tourism Management Co-op Program Tourism Management for International

Students Bachelor of Tourism Management

College of New Caledonia3330 22ndAve, Prince George, BC V2N 1P8250-562-2131 or 1-800-370-8111Web:www.cnc.bc.ca

Additional Campuses in: Quesnel, LakesDistrict, MacKenzie, Nechako, and Valemount.

Northern Recreation and EcotourismCertificate

Tourism and Administration Certificate

College of the RockiesCranbrook Campus2700 College Way, Cranbrook, BC V1C 5L7250-489-8243 or 1-877-489-2687Web:www.cotr.bc.ca

Additional Campuses in: Creston, Fernie,

Mountain Adventure Skills Training River Rafting Guide Training and

Certification Certificate in Adventure Tourism Business

Operations Event Management Certificate
http://www.bcit.ca/mailto:[email protected]:[email protected]://www.capcollege.bc.ca/http://www.cnc.bc.ca/http://www.cotr.bc.ca/http://www.cotr.bc.ca/http://www.cnc.bc.ca/http://www.capcollege.bc.ca/mailto:[email protected]:[email protected]://www.bcit.ca/


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Golden, Invermere, Kimberley. First Nations Tourism Certificate International Expedition Leadership

Certificate Adventure Tourism Business Operations

Diploma Tourism Management Diploma

Vancouver Island University900 Fifth Street, Nanaimo, BC V9R 5S5250-753-3245Web:www.mala.ca

Event Management Certificate Tourism Studies Diploma Recreation and Sport Diploma Bachelor of Tourism Management

Native Education College285 E. 5thAve, Vancouver, BC V5T 1H2Web :www.necvancouver.org

First Host Certificate Workshop Aboriginal Interpreter Credential Program Aboriginal Ecotourism Field School Aboriginal Tourism Operations Certificate Aboriginal Tourism Management Diploma

North Island CollegeCampbell River Campus1685 South Dogwood Street Campbell River,

BC V9W 8C11-800-715-0914Web:www.nic.bc.ca

Additional Campuses and Centres in: BellaCoola, Comox Valley, Cortes Island, GoldRiver, Port Alberni, Port Hardy, and Uclulet.

Entry Level Technical Skills Certificates Travel Counselling Coastal Adventure Tourism Certificate Adventure Tourism Diploma Tourism and Hospitality Management

Diploma

Northern Lights CollegeAtlin Campus2ndStreet Atlin BC, V0W 1A0250-782-5251 or 1-866-463-6652Web:www.nlc.bc.ca

Additional Campuses in: Chetwynd, Dawson

Creek, Dease Lake, Fort Nelson, Fort St.John, Hudsons Hope, Tumbler Ridge.

Northern Adventure Tourism Certificate

Northwest Community College5331 McConnell Ave, Terrace, BC V8G 4X21-877-277-2288Web:www.nwcc.bc.ca

Additional Campuses in: Hazelton, Houston,Kitimat, Masset, Nass Valley, Prince Rupert,Queen Charlotte City, Smithers and Stewart.

Tourism Programs (being planned)

Okanagan CollegeKelowna Campus

1000 KLO Road, Kelowna, BC V1Y 4X8Web:www.okanagan.bc.ca

Additional Campuses in: Salmon Arm, Vernon,and Penticton.

Hospitality and Tourism Options

Royal Roads University2005 Sooke Road, Victoria, BC V9B 5Y2250-391-2528 or 1-778-6227Web:www.royalroads.ca

Bachelor of Arts and Masters inInternational Hotel Mgt

Graduate Certificate in Tourism Leadership Graduate Certificate in Destination
http://www.mala.ca/http://www.necvancouver.org/http://www.nic.bc.ca/http://www.nlc.bc.ca/http://www.nwcc.bc.ca/http://www.okanagan.bc.ca/http://www.royalroads.ca/http://www.royalroads.ca/http://www.okanagan.bc.ca/http://www.nwcc.bc.ca/http://www.nlc.bc.ca/http://www.nic.bc.ca/http://www.necvancouver.org/http://www.mala.ca/


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Development Graduate Certificate in Sustainable

TourismSelkirk College820 Tenth Street, Nelson, BC, V1L 3C71-888-953-1133

Web:www.selkirk.caAdditional Campuses in: Castlegar, GrandForks, Kaslo and Trail.

Golf Club Management and Operations Resort and Hotel Management Ski Resort and Operations Management

Thompson Rivers University900 McGill Road, Kamloops, BC V2C 5N3250-828-5000Web:www.tru.ca/tourism.html

Additional Campuses in: Burnaby and WilliamsLake.

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

University of Northern BC3333 University Way, Prince George, BC V2N4Z9250-960-6306Web:www.unbc.ca

Bachelor of Arts in Nature Based TourismManagement

Yukon College500 College Drive, Whitehorse, Yukon Y1A5K41-800-661-0504Web:www.yukoncollege.yk.ca

Tourism Studies and ManagementCertificate

Tourism Studies and ManagementDiploma

Post Secondary Institutions______________________________________________________________________

For post secondary institutions that are not related to tourism the following website listsall post secondary institutes in BC.

BC Ministry of Advanced Education.http://www.aved.gov.bc.ca/institutions/welcome.htm

A website that links to all tourism and recreation related programs is the Tourism and Hospitality

Education Network - LinkBC. Websitewww.linkbc.ca

Another website that is a comprehensive tool for tourism instructors and students, businessoperators, community leaders and BC First Nations is Tourism On-line Resource Centre. Websitehttp://www.bctli.ca/main/index.php?torc
http://www.selkirk.ca/http://www.tru.ca/tourism.htmlhttp://www.unbc.ca/http://www.yukoncollege.yk.ca/http://www.aved.gov.bc.ca/institutions/welcome.htmhttp://www.linkbc.ca/http://www.bctli.ca/main/index.php?torchttp://www.bctli.ca/main/index.php?torchttp://www.linkbc.ca/http://www.aved.gov.bc.ca/institutions/welcome.htmhttp://www.yukoncollege.yk.ca/http://www.unbc.ca/http://www.tru.ca/tourism.htmlhttp://www.selkirk.ca/


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5.4 List of Tourism Related Institutions

Recreation and Tourism Research Institute______________________________________________________________________

The Recreation and Tourism Research Institute promotes awareness about the vital roleresearch should make in decision making in leisure management. Faculty in the instituterespond to requests from the field and then assemble research teams with a range of expertiseto undertake projects.

The Institute creates alliances between researchers, practitioners, students and communitiesthat result in a) enhanced information for decision making, b) innovative community initiatives,c) increased public awareness, d) educational opportunities, and e) contributions to public policydebates.

Recreation and Tourism

Research Institute:Vancouver IslandUniversity

900 Fifth Street, Nanaimo, BC V9R 5S5

(250) 753-3245 Local 2772Email:[email protected]:http://web.mala.bc.ca/vaugeois/courses/RTRI/default%202.htm

Coordinator & BC

Regional InnovationChair in Tourism andRural SustainableDevelopmentNicole L. Vaugeois

Centre of Tourism Policy and Research______________________________________________________________________

In its leadership role, the Centre for Tourism Policy and Research: provides a focal point for graduate level studies and professional development education

with a distinctly integrated resource and business management orientation encourages and conducts policy, planning and management research designed to enhance

the effective and sustained use of the tourism resource base facilitates the distribution of leading edge policy, planning and management information

through the development and delivery of tourism seminars, workshops, conferences andpublications

provides access to a wide range of high quality tourism and recreation market databases

Centre of Tourism Policyand Research:Simon Fraser University

8888 University Drive, Burnaby, BCV5A 1S6604-291-3074Email:[email protected]:http://www.sfu.ca/~dossa/

Director,Peter Williams
mailto:[email protected]://web.mala.bc.ca/vaugeois/courses/RTRI/default%202.htmhttp://web.mala.bc.ca/vaugeois/courses/RTRI/default%202.htmmailto:[email protected]://www.sfu.ca/~dossa/http://www.sfu.ca/~dossa/mailto:[email protected]://web.mala.bc.ca/vaugeois/courses/RTRI/default%202.htmhttp://web.mala.bc.ca/vaugeois/courses/RTRI/default%202.htmmailto:[email protected]


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Tourism Research Innovation Project (TRIP)______________________________________________________________________

The Tourism Research Innovation Project (TRIP) is the first of its kind to address the need forenhanced knowledge exchange in tourism development within rural areas. The goal of TRIP isto locate and share resources that support tourism development in rural areas among allstakeholders, community leaders, government agencies, students, and academic institutions.

Tourism British Columbia______________________________________________________________________

Tourism British Columbias mandate is to support and promote tourism throughout the province.Tourism BC is a professional marketing organization structured to develop and deliver programsand services to attract visitors to BC.

The Research Services Department engages in research of the tourism industry. The goal is toprovide stakeholders with information to enhance the effectiveness of future marketing anddevelopment projects.

Tourism British

ColumbiaResearch Services

PO Box 9830 Stn. Prov. Govt.

Victoria, British Columbia, CanadaV8W 9W5Phone: 250-387-1567 or1-877-877-8811 (messages)Fax: 250-356-8246Email:[email protected]://www.tourismbc.com/template.asp?id=2

Research Services,

Richard Porges

Ministry of Tourism, Culture, and Arts

______________________________________________________________________

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

Tourism ResearchInnovation Project (TRIP):Department of Recreationand Tourism Managementat Vancouver IslandUniversity

900 Fifth StreetNanaimo, BC V9R 5S5Phone: (250) 753-3245 Local 2772Email:[email protected]://trip-project.ca/

Project Coordinator,Nicole L. Vaugeois
mailto:[email protected]://www.tourismbc.com/template.asp?id=2http://trip-project.ca/contact-hash.php?id=16c432cd31cce9e82aefa4ad381a1b74http://trip-project.ca/http://trip-project.ca/http://trip-project.ca/contact-hash.php?id=16c432cd31cce9e82aefa4ad381a1b74http://www.tourismbc.com/template.asp?id=2mailto:[email protected]


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Several branches carry out the Ministry mandates of developing policies, plans, and programs.Contacting the policy and business research department will help with the process of collectingvisitor information.

Ministry of Tourism,Culture, and Arts: British

Columbia

5th Floor - 800 Johnson StreetVictoria BC V8W 9W1

250- [email protected]://www.gov.bc.ca/tsa/

David Buchan,Manager, Policy and

Business Research

5.5 On-line Resources

Canadian Tourism Commission. (Vol. 2 Issue 5 May 2005). Tourism Online:Understanding performance evaluation.http://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath

=templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05&path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Cindustry%5Cperformance_evaluation

Cariboo Chilcotin Coast Tourism. (2008).http://www.landwithoutlimits.com/Travel_Industry/Resources/Studies_Available_At_CCCTA

Highland Business Research. (2007). Tracking tourism: The tourism research blog.http://blog.highlandbusinessresearch.com/2007/10/15/why-joined-up-visitor-data-should-be-top-of-the-tourism-industry-wish-list/

Tourism BC. (2003). The value of tourism.

http://www.tourismbc.com/PDF/Value2003%20Book_FINAL.pdf

Tourism BC. (2006). Survey Procedures for Festivals, Events and Permanent Attractions:The Guidelines Project.

http://www.tourismbc.com/template_list_research.asp?id=7147

University of Minnesota Tourism Center. (2006). How to do an advertising effectivenessstudy via mail survey (Conversion Study).http://www.tourism.umn.edu/research/surveyhowto.html

Wober, K. (n.d.) Information supply in tourism management by marketing decision

support systems.Austria: Institute for Tourism and Leisure Studies.[Electronic Version:http://tourmis.wu-wien.ac.at/material/tourmis_wp_TXE.pdf].
mailto:[email protected]://www.gov.bc.ca/tsa/http://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath=templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05&path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Cindustry%5Cperformance_evaluationhttp://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath=templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05&path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Cindustry%5Cperformance_evaluationhttp://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath=templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05&path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Cindustry%5Cperformance_evaluationhttp://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath=templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05&path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Cindustry%5Cperformance_evaluationhttp://www.landwithoutlimits.com/Travel_Industry/Resources/Studies_Available_At_CCCTAhttp://blog.highlandbusinessresearch.com/2007/10/15/why-joined-up-visitor-data-should-be-top-of-the-tourism-industry-wish-list/http://blog.highlandbusinessresearch.com/2007/10/15/why-joined-up-visitor-data-should-be-top-of-the-tourism-industry-wish-list/http://blog.highlandbusinessresearch.com/2007/10/15/why-joined-up-visitor-data-should-be-top-of-the-tourism-industry-wish-list/http://www.tourismbc.com/PDF/Value2003%20Book_FINAL.pdfhttp://www.tourismbc.com/PDF/Value2003%20Book_FINAL.pdfhttp://www.tourism.umn.edu/research/surveyhowto.htmlhttp://tourmis.wu-wien.ac.at/material/tourmis_wp_TXE.pdfhttp://tourmis.wu-wien.ac.at/material/tourmis_wp_TXE.pdfhttp://www.tourism.umn.edu/research/surveyhowto.htmlhttp://www.tourismbc.com/PDF/Value2003%20Book_FINAL.pdfhttp://www.tourismbc.com/PDF/Value2003%20Book_FINAL.pdfhttp://blog.highlandbusinessresearch.com/2007/10/15/why-joined-up-visitor-data-should-be-top-of-the-tourism-industry-wish-list/http://blog.highlandbusinessresearch.com/2007/10/15/why-joined-up-visitor-data-should-be-top-of-the-tourism-industry-wish-list/http://www.landwithoutlimits.com/Travel_Industry/Resources/Studies_Available_At_CCCTAhttp://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath=templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05&path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Cindustry%5Cperformance_evaluationhttp://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath=templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05&path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Cindustry%5Cperformance_evaluationhttp://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath=templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05&path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Cindustry%5Cperformance_evaluationhttp://www.corporate.canada.travel/corp/media/app/en/ca/magazine/article.do?issuePath=templatedata%5Cctx%5CmagIssue%5Cdata%5C2005%5Cissue05%5Cissue2005_05&path=templatedata%5Cctx%5CmagArticle%5Cdata%5Cen%5C2005%5Cissue05%5Cindustry%5Cperformance_evaluationhttp://www.gov.bc.ca/tsa/mailto:[email protected]


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5.6 General Resources

Che, D., Veeck, A., & Veeck, G. (2005). Sustaining production and strengthening the

agritourism product: Linkages among Michigan agritourism destinations.Agriculture and Human Values, 22, p 225-234.

Eagles, P. & McCool, S. (2002) Tourism in national parks and protected areas: planningand management.Wallingford, UK: CABI Pub.

Ford, H. (2001). The future of the United Kingdom tourism survey. Tourism statistics:international perspectives and current issues, pp 283-397.

Hall, D. & Roberts, L. (2001). Rural tourism and recreation: principles to practice. Oxon,UK: CABI.

Hall, D., Roberts, L., & Mitchell, M. (Ed.). (2003). New directions in rural tourism. Hants,England: Ashgate.

Hardy, A. (2005). Using grounded theory to explore stakeholder perceptions of tourism.Journal of Tourism and Cultural Change.3(2), 108.

Henning, S. (1996). Developing a rural tourism marketing strategy based on visitorprofiles. Louisiana Agriculture, 39(1), 8-9.

Kozak, M. (2004). Destination benchmarketing: concepts, practices and operations.Wallingford, UK: CABI Pub.

Lennon, J. (Ed.). (2001). Tourism statistics: international perspectives and currentissues.London, UK: Continuum Books.

Perdue, R. (1995). Traveler preferences for information centre attributes and services.Journal of Travel Research.33(4), 2-7.

Ralston, L. & Hamilton, J. (1992). The application of systematic survey methods at openaccess special events and festivals. Visions in Leisure and Business, 11(3)18-24.

Randall, C., Nich

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