1. Presentation by Paul Arseneault Professor of Management of Tourism Enterprises Director of the Tourism Intelligence Network Ryerson University, Toronto April 30, 2010 The Intelligence Network of the Transat Chair in Tourism ESG UQAM

2. Position of the Transat Chair in Tourism Transat Chair in Tourism Université du Québec à Montréal School of Business Administration Board of Governors Cercle de tourisme du Québec Tourism Intelligence Network

3. Mission and objectives of the Transat Chair in Tourism Status: Chair in Research and Innovation Mission : To foster the growth and prestige of the Quebec tourism industry by supporting research, education and the dissemination of information Objectives : Closely monitor all changes and trends in the evolving tourism industry around the world Help develop expertise and encourage industry players to work together Enhance the performance of human resources by developing educational tools and offering continuing education activities Ensure that information is efficiently conveyed to tourism-based businesses

4. Evolution of the Tourism Intelligence Network Forum on the Tourism Industry – 1997 Tourism Development Policy – 1998 Crossing the desert – 1999-2003, demise of approximately twenty intelligence centres in Québec Partnership with the Québec Agency for Regional Economic Development and Tourisme Québec – 2003

5. Different Sources of Market Intelligence Statistics: Statistics Canada (CTS, ITS and Frontier Counts Survey) Institut de la statistique du Québec (hotel industry) International firms (IPK) Indicators: Tourist regions Industry associations Research: Universities Research centres Plans and studies: Consultants Governments Intelligence gathering

6. Mission of the Tourism Intelligence Network Locate, gather, analyze and distribute value- added information to enhance the tourism industry’s competitiveness and help its decision- makers develop forward-looking strategies

7. How the Network Operates Permanent staff of ten: Eight analysts (the least senior analyst has five years of experience in tourism research) One Web content manager One director Three committees: Management Committee Steering Committee Scientific Subcommittee

8. How Is Intelligence Actually Gathered? Research among non-specific sources: massive press review, networks, newsletters, government publications (policies and programs), etc. Access to approximately 400 specialized sources: table of contents, studies, research, etc. Editorial meeting to discuss the hottest topics of the week Each analysis written (1 000 words) is augmented by: Supplementary research Input from experts

9. The choice of themes is made as we go along with weekly content meetings The chief analyst determines the content so as to ensure (both on an annual and bi-weekly basis) that no one individual theme is over or under-represented There is a great deal of synergy among analysts for the purposes of validating their work. It is a very collegial environment As well, the editorial meetings provide a mechanism for ensuring that the evolution of circumstances is continually monitored Other Considerations

10. A news organization A consulting firm A producer of indicators or statistics An observatory An intelligence centre An association of members The Intelligence Network is not …

11. The Intelligence Network is … Over 15,000 subscribers Nearly 950 analyses on line Numerous interviews in the national media (over 60 in the last year alone) A response to a growing demand to transfer expertise in intelligence to other sectors

12. Objective and impartial Responds to trans-sectoral and inter-regional needs, while remaining relevant to small-scale issues Serves very targeted needs Support to multiple levels (governments, businesses, regional and sectoral associations, organizations that support development, media) Tangible results, multiple applications ! Why is the Intelligence Network unique ?

13. For the audience Neutrality Credibility Impartial and apolitical For financial supporters : Prestige Visibility For the university : Dissemination of knowledge / transfer of expertise Visibility Why in a university ?

14. How the Intelligence Network has contributed to the adoption of new business practices We asked our subscribers if the Intelligence Network has helped them adopt new business practices in various functional areas How the Intelligence Network has supported the adoption of new business practices : Marketing and promotion (46 %) Strategies for developing new products or markets (46 %) Customer service (46 %) Human resources (23 %) Feedback from subscribers has conclusively demonstrated that the Intelligence Network has contributed to adoption of new business practices in these four functional areas

15. Utilization of the Tourism Intelligence Network and Desired Outcomes The problem : to explain the role and importance of strategic intelligence as a tool for understanding important trends and dynamics in the toursim sector, and for identifying the factors which motivate decision makers in this sector to adopt new business practices Opinion survey of 518 respondents 236 respondents from the private sector 282 respondents from public organizations (ministries, municipal or regional organizations) or related organizations (regional or sectoral associations)

16. Research Propositions 1. The perceived credibility of analysts who conduct environmental surveillance and of the intelligence that they produce has a major impact on the degree to which this information will be used by managers. 2. The use of strategic intelligence is a response to the overabundance of information. Its role is to validate information, and maintain surveillance of the environment. 3. The nature of confidential information analyzed by managers varies according to whether they work in the private sector or for a public organization or association. 4. The degree to which individual managers make use of mulitple sources of information in their decision making directly impacts the degree to which they make use of the Tourism Intelligence Network. 5. The information needs of managers do not necessarily depend upon decisions that need to be made. 6. The nature of the tourism industry is such that environmental surveillance is a necessity. 7. Environmental surveillance is a process which can be undertaken by multiple organizations, as opposed to a single organization that produces a generic form of intelligence.

17. Thanks for your attention! www.veilletourisme.ca www.tourismintelligence.ca