histler Welcome Strategy Final Report

Transcription

W
histler Welcome Strategy Final Report
April 2003
in association with
Acknowledgements
The development of the Whistler Welcome Strategy was a project jointly
sponsored by the Resort Municipality of Whistler, Whistler Blackcomb and
Tourism Whistler.
A Steering Committee worked closely with the consultants retained to undertake
the development of the strategy and they guided the preparation of this Report.
The Steering Committee consisted of the following people:
• Karen Goodwin
Manager, Destination Sales, Whistler Blackcomb
• Craig Hollerin
Manager, Ski School Sales, Whistler Blackcomb
• Diane Mombourquette
Director, Business Operations, Tourism Whistler
• Bill Murray
Chair, Transportation Advisory Group
• Paul Shakotko
Manager of Transportation, Resort Municipality
Table of Contents
Executive Summary ...................................................................................... 1
1. Introduction.............................................................................................. 3
1.1
1.2
1.3
Purpose of the Whistler Welcome Strategy ....................................................................... 3
Project History...................................................................................................................... 5
Planning the Welcome Strategy — The Methodology....................................................... 7
2. The Visitor Experience............................................................................ 9
2.1
2.2
2.3
The Experience Continuum ................................................................................................. 9
Key Components — Information, Infrastructure, Policy and People ............................. 13
The Ideal Seamless Experience ........................................................................................ 15
3. Baseline Assessment............................................................................... 21
3.1
3.2
3.3
3.4
Statistical Highlights .......................................................................................................... 21
Opinion Leader Interview Responses............................................................................... 23
Community Relationships ................................................................................................. 31
Comparative Analysis: Best Practices ............................................................................. 33
4. Gaps and Opportunities on the Whistler Visitor Experience
Continuum with Recommended Solutions.......................................... 49
4.1
4.2
4.3
4.4
Gap Analysis....................................................................................................................... 49
Gaps, Opportunities and Solutions — The Sale .............................................................. 53
Gaps, Opportunities and Solutions — The Arrival .......................................................... 57
Gaps, Opportunities and Solutions — The Experience .................................................. 79
5. The Challenges of Implementation ...................................................... 83
5.1
5.2
5.3
Needed: A Driving Force.................................................................................................... 85
Needed: Funding ................................................................................................................ 87
Needed: Ongoing Visitor Service Quality Analysis ......................................................... 89
Appendices................................................................................................... 91
Appendix 1: Past Studies and Reports ....................................................................................... 91
Appendix 2: Opinion Leader Interview Subjects ........................................................................ 93
Appendix 3: Stakeholder Workshop Participants ...................................................................... 95
Appendix 4: Opinion Leader Survey Questionnaire .................................................................. 97
Executive Summary
The purpose of this Welcome Strategy is to identify and implement the resources
and plan the methodology that will enable all of the partners who interact with
Whistler visitors to work in an integrated manner, providing the visitor with
maximum perceived and real value. The Welcome Strategy is aimed at managing
the visitor experience from the time the visitor contemplates visiting Whistler until
they have returned home — and all points in between, ensuring that the visitor’s
experience is seamless and pleasant.
The Strategy focuses on each of the phases of the visitor experience, including:
• pre-trip information gathering;
• travel from the point of departure and ground transfer to Whistler;
• the arrival in Whistler and initial orientation;
• way-finding and information gathering during the visit; and
• check-out and departure.
A Steering Committee, comprised of representatives of the Resort Municipality of
Whistler, Tourism Whistler, Whistler-Blackcomb took the leadership in
shepherding the development of this strategy. COUNTERPOINT Communications
Inc. developed the Strategy in association with IBI Group and Quay
Communications.
Development of the Strategy included a baseline assessment, a best practices
review, a gap analysis, and a workshop with key stakeholders.
There is a common continuum on which each stage of a visitor experience
typically unfolds. That continuum spans three major phases, which were identified
as: the sale, the arrival and the experience. A number of resources and organized
responses are required to meet the many needs of visitors at each stage in the
experience continuum. In order to identify and assess the adequacy of these
resources and responses and make recommendations on improvements aimed at
better responding to the needs of the Whistler visitor, the resources and responses
are grouped in four categories: information, infrastructure, policy and people.
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Executive Summary
The challenge in developing this Strategy is identifying those gaps that exist in the
arrival and welcome experience continuum, as well as the opportunities for
improvements, and then prioritizing the solutions, which span all four components
of the Strategy — information, infrastructure, policy and people. Another
challenge is implementing all of the solutions, given resources that are available
and given other competing priorities of all those responsible for the Whistler
visitor experience.
This Report identifies the gaps and opportunities along the continuum, from the
sale right through the arrival and the visit experience. The recommendations are
summarized in section 5.4 on an implementation chart.
Some of the recommended solutions to fill those gaps, or to take advantage of the
opportunities to make improvements, can be implemented with little effort and
limited resources. Other recommended solutions are more ambitious in their
magnitude and might require a commitment of additional new resources and
further planning. Some recommended solutions, which can be immediately
implemented with little effort and limited resources, could result in substantial
improvements. Others might be viewed as interim steps that result in incremental
improvements. Nonetheless, the objective remains to create a seamless and
pleasant arrival and welcome experience for the visitor.
Whistler Welcome Strategy Final Report
April 2003
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1. Introduction
1.1 Purpose of the Whistler Welcome Strategy
A Whistler Welcome Strategy is a vital component among a full range of
continuing service level improvements that will enable Whistler to remain a leader
in the fiercely competitive and constantly changing international resort business.
The purpose of this Welcome Strategy is to identify and implement the resources
and plan the methodology that will enable all of the various partners who interact
with Whistler visitors to work in an integrated manner, providing the visitor with
maximum perceived and real value. The Welcome Strategy is aimed at managing
the visitor experience from the time the visitor contemplates visiting Whistler until
they have returned home — and all points in between, ensuring that the visitor’s
experience is seamless and pleasant.
In order to ensure that Whistler is constantly proactively enhancing the visitor
experience and thereby developing a base of loyal, repeat visitors, the Welcome
Strategy must focus directly on the needs of visitors and should be driven by those
needs, responding flexibly to change as visitors’ needs evolve.
The visitor experience spans a continuum beginning with first point of contact and
ending with arrival back home at the original point of departure. Visitors’ overall
impressions are shaped at each point of contact and with every experience. Visitors
do not distinguish between the responsibilities assigned to various organizations or
individuals at each stage of their overall experience, nor do they perceive clear
transitions between various stages of their visit. Therefore, a strategy that aims to
achieve a seamless impression must be an integrated one. It should focus on each
of the phases of the visitor experience, including:
• pre-trip information gathering;
• travel from the point of departure and ground transfer to Whistler;
• the arrival in Whistler and initial orientation;
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1. Introduction
• way-finding and information gathering during the visit; and
• check-out and departure.
The Welcome Strategy recognizes that service and infrastructure improvements
aimed at enhancing the visitor welcome have been made in the recent past in
Whistler and the organizations involved in implementing a Welcome Strategy are
committed to further improvements. Future improvements can include both
initiatives implemented over the short-term, in an incremental fashion with
resources that are currently available, as well as longer-term initiatives that are
more ambitious in their magnitude and might require additional new resources and
further planning. This report makes recommendations for both in the
implementation plan.
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1. Introduction
1.2 Project History
Whistler is, unquestionably, North America’s most successful mountain resort. It
has been rated the number one ski resort in North America by various international
publications for the last ten years. This year, the Whistler visit was crowned North
America’s number one dream vacation, with Whistler reaching a pinnacle as an
all-season resort and emerging as a market leader in a very competitive destination
tourism market. This acclaim has been achieved largely by offering exceptional
value to visitors and by exceeding visitors’ expectations as they experience all that
Whistler has to offer as an all-season mountain resort.
Tourism markets are changing and Whistler’s competitors now extend beyond the
realm of mountain resorts and all-season destinations. Almost every form of travel
experience is a potential Whistler competitor. Meanwhile, demographic realities
dictate that change inevitably will continue, challenging Whistler to constantly
update its offerings and enhance both the service and the value it offers to visitors
in order to maintain a competitive advantage.
Local business leaders, known as “One Whistler”, came together to assess
Whistler’s competitive positioning. One Whistler included representatives from the
Resort Municipality of Whistler, Tourism Whistler, Whistler-Blackcomb, the
Whistler Chamber of Commerce, the accommodation sector, the retail sector, the
food/beverage sector, the transportation sector and the real estate sector. In the
spring of 2001, representatives among those that comprised One Whistler
determined that an opportunity existed to enhance the Whistler visitor welcome
experience by developing a Welcome Strategy.
A Steering Committee, comprised of representatives of the Resort Municipality of
Whistler, Tourism Whistler, Whistler-Blackcomb took the leadership in
shepherding the development of this strategy. They defined the Welcome Strategy
as a fully integrated and customer-needs-driven strategy, creating a seamless and
pleasant experience, literally from the time the guest is contemplating a visit to
Whistler to the time they have returned home and all points in between.
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1. Introduction
They developed a request for proposals, inviting a small number of qualified
consultants to submit proposals for the development of the strategy.
The scope of work included:
• research to understand the major issues preventing a consistently seamless and
welcoming experience and to identify the major opportunities for improvement;
• the presentation of preliminary findings to stakeholders and the facilitation of a
brainstorming session to generate a broad list of opportunities and ideas;
• the development of an overall concept plan; and,
• the development of an implementation plan with budget and timeline.
Responses to the Request for Proposals were received at the end of June 2001, but
due to a number of factors, the project was not awarded until May 2002.
COUNTERPOINT Communications Inc., a Vancouver-based communications
management consulting firm was awarded the project and, in June 2002, began the
work to develop the strategy, supported by proposal partners IBI Group and Quay
Communications.
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1. Introduction
1.3 Planning the Welcome Strategy — The Methodology
The overall scope of work in developing the Whistler Welcome Strategy consisted
of:
a) Baseline Assessment
• Research that primarily consisted of a review of existing quantitative data on
guest demographics, travel modes, accommodation choices and other relevant
information. Only very limited quantitative data was available including direct
information to determine visitor satisfaction, visitor attitudes or visitor opinions;
• A review of past studies and reports relevant to the visitor experience (see
Appendix 1 for a complete listing);
• Interviews with key community opinion leaders and opinion leaders from the
tourism industry (see Appendix 2 for a list of those interviewed);
• Mapping of community relationships;
• A best practices review, including on-site assessments of three selected
competitors; and,
• A gap analysis, performed from the point of view of the visitor, identifying and
mapping gaps in resources and infrastructure during each stage of the visitor
experience.
b) Strategy Workshop
A workshop with the Project Steering Committee, which included a presentation of
the baseline assessment and a concept plan.
c) Stakeholder Workshop
A half-day workshop with a number of local stakeholders, representing a broad
cross-section of the local tourism industry community, was held. (see Appendix 3
for a list of participants). At the workshop, the baseline assessment was bolstered
with additional input, existing and emerging barriers to a seamless visitor welcome
experience were identified, best practices were reviewed and gaps, opportunities
and suggested solutions were rated by participants.
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1. Introduction
d) Welcome Centre Planning Session
As a follow-up to the Stakeholder Workshop and, at the suggestion of number of
stakeholders, a subsequent planning meeting was held with key stakeholders to
review the options for intercepting visitors at key locations and providing
programming and services that would be responsive to visitors’ needs.
The recommendations in this Report were finalized after taking into consideration
all of the data compiled during the baseline assessment and all of the input
received during these various stages of consultation. Assumptions concerning the
needs, desires, attitudes and opinions of visitors were drawn from the qualitative
data compiled from existing sources and from the anecdotal information and
opinions of stakeholders and opinion leaders.
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2. The Visitor Experience
2.1 The Experience Continuum
Every Whistler visitor’s experience is a different one, depending largely on a
number of choices the visitor makes at each stage of their experience. Those
choices impact everything from the visitor’s initial means of contact during the trip
planning stage, to their travel modes, accommodation and in-resort activities.
Nonetheless, there is a common continuum on which each stage of a visitor
experience typically unfolds.
That continuum spans three major phases, which we have identified as: the sale,
the arrival and the experience. (Figure 2.0)
2.1.1
The Sale
During the Sale phase, the visitor makes the initial decision to visit Whistler. One
or more of a range of possible motivators, from media advertising to a personal
recommendation, may influence that decision. It is at this point that the visitor, or
perhaps, their representative in the form of a travel agent, makes the first point of
contact with Whistler. The initial contact may range from an Internet web site visit
in search of general visitor information to a telephone booking of accommodation
or activities directly with a Whistler supplier.
2.1.2
The Arrival
The Arrival phase is the phase during which the visitor physically travels to
Whistler, actually arrives in the Whistler area and orients him/herself in order to
successfully terminate his/her travel at his planned point of arrival. It is also during
this phase that the visitor searches for information that will help with way-finding
while he/she is in Whistler and for information about local amenities, attractions,
activities, and events.
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Figure 2.0
SELLING WHISTLER
• Making the decision to visit Whistler
WELCOMING THE VISITOR
• Getting to Whistler
• Arriving in Whistler
• Finding way around Whistler
• Finding consistent visitor information
DELIVERING THE PRODUCT
• Experiencing Whistler — activities and events
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2.1.3
The Experience
A range of Whistler providers deliver the Whistler “product” to the visitor during
the Experience phase. Potentially, the visitor is exposed to a range of experiences,
from on and off-mountain activities, accommodation, food and beverage services
and retail services, to the less-structured and often more spontaneous exposure to
experiences involving the natural setting and the built environment.
Diligent attention is required to meet visitors’ needs during each phase in this
continuum in order to create a level of satisfaction for the visitor. Creating a
seamless and pleasant experience requires carefully planning and integration of
efforts at each stage.
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2.2 Key Components — Information, Infrastructure, Policy and
People
A number of resources and organized responses are required to meet the many
needs of visitors at each stage in the experience continuum. In order to identify and
assess the adequacy of these resources and responses and make recommendations
on improvements aimed at better responding to the needs of the Whistler visitor,
the resources and responses are grouped in four categories: information,
infrastructure, policy and people.
Information — includes factual, descriptive and instructive resources available to
visitors when they require it, whether available in a self-serve fashion or provided
in response to an actual request. Information should help visitors set realistic
expectations and answer actual and anticipated questions.
Infrastructure — includes those resources that exist in the form of physical
installations, facilities and equipment designed to respond to the needs of visitors.
Policy — includes institutional procedures, regulations and instituted practices that
influence a response or the availability of a resource.
People — refers to the most important resource, the people at all stages of the
visitor experience continuum who in some way interact with the visitor. Their
knowledge, training, professionalism and motivation in responding are essential to
meeting the needs of visitors.
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2.3 The Ideal Seamless Experience
The ultimate objective in developing a Whistler Welcome Strategy is to create a
seamless and pleasant arrival and welcome experience for the visitor, especially
the first-time visitor who is unfamiliar with Whistler, to the extent that the visitor
finds every stage of the experience so satisfying and pleasant that the visitor not
only decides to return to Whistler, but also recommends Whistler to others.
The challenge in developing this strategy is identifying those gaps that exist in the
arrival and welcome experience continuum, as well as the opportunities for
improvements, and then prioritizing the solutions, which span all four components
of the strategy — information, infrastructure, policy and people. Another challenge
is implementing all of the solutions, given resources that are available and given
other competing priorities of all those responsible for the Whistler visitor
experience.
This report identifies the gaps and opportunities along the continuum, from the sale
right through the arrival and the visit or experience. Some of the recommended
solutions to fill those gaps, or to take advantage of the opportunities to make
improvements, can be implemented with little effort and limited resources. Other
recommended solutions are more ambitious in their magnitude and might require a
commitment of additional new resources and further planning.
Some recommended solutions, which can be immediately implemented with little
effort and limited resources, could result in substantial improvements. Others
might be viewed as interim steps that result in incremental improvements.
Nonetheless, the objective remains to create a seamless and pleasant arrival and
welcome experience for the visitor.
Prior to identifying gaps and opportunities in the visitor experience continuum, it is
useful to consider the ideal visitor arrival and welcome experience. The following
scenarios have been developed to feature the highlights of a seamless and pleasant
arrival and welcome experience. They answer the question: “In a perfect world, if
we could fill all the gaps and take advantage of all of the opportunities for
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improvements, how would the visitor’s experience unfold?” These scenarios are
presented as seen through the eyes of a Whistler visitor.
2.3.1
Scenario I: The Visitor Arriving by Air
My first inquiry about visiting Whistler is on the Internet. I simply type “Whistler”
as the search parameter and my search engine returns as its first reference the
“Official Site of Whistler: Accommodation, Activities and More”, pointing me to
Tourism Whistler’s mywhistler.com web site.
I am able to plan all aspects of my trip on-line, using the mywhistler Trip Planner,
including accommodation, flights, ground transportation, lift tickets and activities.
Detailed information is supplied with easy pull-downs at each stage of the on-line
trip planning process. The details include useful information about what I should
expect at each stage of my travel, directions on how to make all my ground
transfers, travel times, costs, check-in directions, etc.
When I have a question that isn’t answered on-line, a 1-800 number is clearly
evident and, with one quick phone call, I am able to reach a pleasant and informed
reservations agent who provides me with a detailed answer to my query.
Just prior to my departure, I receive a detailed email, providing me with
information about my arrival at the Vancouver International Airport (YVR), my
bus transfer, and an assigned access code for automated pick-up of my condo unit
key upon arrival. All of these instructions are presented in easy step-by-step
fashion. The instructions suggest that I look for the “You Are Here Whistler”
visitor information kiosk at the airport, where I can pick up a “You are Here
Whistler” guide. It is explained that the guide includes everything I would ever
want to know about traveling to Whistler.
When I arrive at YVR, my ski equipment is easily accessible on a special baggage
belt immediately adjacent to the regular baggage carousel. The “You Are Here
Whistler” visitor information kiosk is prominently visible as I exit the Customs
area and enter the international reception lobby. It is located right next to the
Whistler Express bus counter.
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A friendly travel counselor at the visitor info kiosk welcomes me, offers me a “You
Are Here Whistler” guide, tells me that my bus to Whistler will depart in 20
minutes, directs me to the Whistler Express counter to check-in for my groundtransfer. The counsellor also informs me of the Whistler weather conditions and
my estimated time of arrival in Whistler. I inquire about picking up the key for my
rental condo unit when I arrive and, since my arrival will be after normal business
hours, I am instructed that the driver on my door-to-door bus service will know to
stop first at the “You are Here Whistler” Welcome Centre where I will be able to
pickup my condo unit key from an automated dispenser, using the password sent to
me earlier. Since I am unable to immediately locate the copy of the email with the
password, the counselor searches an automated database and finds the password
for me.
After exiting the YVR terminal building and finding the bus stop immediately
outside in a covered area, the driver is standing by to assist me loading my baggage
on the bus. Before departing, the driver gives a short announcement about the trip,
briefly describing the route through Vancouver and along the scenic Sea-to-Sky
Highway. The “You Are Here Whistler” guide highlights various points along the
corridor, allowing me to refer to them as we proceed.
When we arrive in Whistler, the driver announces that we will make a stop at the
“You are Here Whistler” Welcome Centre where I will be able to pickup my
condo unit key from an automated dispenser. Even though it is dark when we
arrive, the bus pulls up beside a well-lit building with a covered outdoor area.
Signs in a number of languages highlight the services offered at the Centre. A
colour-coded valley map, with an index of accommodation and attractions, allows
for a quick orientation. Inside the Centre, a number of multi-media displays
highlight the various attractions, events and services and provide more detailed
orientation and way-finding assistance. A counselor is also available to provide
information and to assist with activities bookings.
My condo unit keys are available in a mailbox-like dispenser accessible 24-hours a
day from the outside of the building. I enter my access code on a keypad and
access an indicated box, which includes my keys and a welcome package with
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basic information on how to find the condo and what to do upon arrival to checkin.
I am dropped off by the bus at the entrance to the condo complex and I use the
directions in the welcome package to easily locate the unit. After settling in, I see a
tent card that encourages me to turn on the television and tune in the Whistler
Resort TV channel, where every hour on the hour a three-minute overview of
Whistler provides me with information on how to find my way around the village
and pointing me to the locations of “You are Here Whistler” visitor info kiosks in
a few key locations throughout the village.
During my stay in Whistler, I stop at the visitor info kiosks a few times to help me
find additional information. Interactive touch screens at the kiosks allow me to
access information about attractions, services and events. When I need assistance
finding my way around, a 3-D map is available on-screen using the
“findwhistler.com” interactive village maps and I am also able to print a hard copy,
with my destination clearly highlighted, along with step-by-step way finding
instructions. Whenever I am looking for way-finding assistance when I am in a
retail store, hotel, restaurant or on the mountain, I am able to turn to any employee,
all of whom are identified with a “You are Here Whistler” badge, and they are able
to provide concise and accurate way-finding instructions in a friendly and helpful
way, using a common map to draw on and give me directions.
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2.3.2
Scenario II: The Visitor Arriving by Private Vehicle
My first contact, after deciding to visit Whistler, is a phone call to a recommended
Whistler hotel, where I directly make my reservation. The hotel reservations agent
asks if this will be my first visit to Whistler and when I confirm that it is, they offer
to mail me a “You Are Here Whistler” guide, which provides me with considerable
basic information about traveling to and arriving in Whistler. When I explain I am
driving from Seattle, they also offer to send me a set of detailed driving directions
from the Canada/U.S. border all the way to their hotel in Whistler and direct me to
a web site where I can download the same driving instructions.
The guide and instructions arrive in time for my departure. It was also pointed out
to me that I could download and print them on-line. The guide features a 1-800
number I can call for further information.
On my drive to Whistler, I cross the border and, as suggested in the “When You
Are Here” guide, stop at the Visitor Info Centre just north of the border to check
out an interactive map that gives me a quick orientation on the drive from the
border through Vancouver and up the Sea-to-Sky Highway. The interactive map is
displayed at a “You are Here Whistler” information kiosk at the highway visitor
info centre. It includes a short multi-media presentation featuring photos of key
landmarks along the way projected with way - points on an on-screen map. The
presentation alerts me to look for the colour-coded highway markers as I enter the
Whistler Valley and suggests I might want to stop at the “You are Here Whistler”
Welcome Centre at Function Junction for an orientation on the colour-coding of
the various experience zones in the Whistler Valley.
A real-time update includes a short weather report, a web-cam view at key points
along the highway and in the Whistler village, as well as a traffic update. I print a
hard copy of the map, which includes photos of key landmarks that will assist me
in tracking my progress.
Highway signage between the border and downtown Vancouver, across the Lions
Gate Bridge and up to the Upper Levels Highway clearly mark the route to
Whistler at regular intervals. As I pass by the entrance to the Horseshoe Bay Ferry
Terminal, the route to Whistler is clearly marked with a prominent marquee sign
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crossing the highway. The distance to Whistler is marked at regular intervals along
the highway. The distance to the “You are Here Whistler” Welcome Centre at
Function Junction is marked at 10, 5 and 1 km intervals.
I pull into a spacious parking lot adjoining the Welcome Centre, which is clearly
visible with both its tasteful character signage and architectural prominence. The
setting for the Centre is dramatic, evoking the natural splendor of the mountain
setting. Inside, I am greeted personally by a guide at the entrance who points me to
the various resources within the building: the valley orientation interactive display;
the accommodations booking desk; the activities booking desk; the events and
attractions interactive display; the mountains’ display and the personalized help
desk.
A large-scale model of the entire valley, marked with the colour-coded zones,
complete with details of key landmarks, gives me a good overview of the valley. A
large-scale 3-D map of the village area highlight parking and access points to
hotels.
As I return to the highway and make my way toward the village, the highway is
colour-coded with bollards and colour-coordinated signage at regular intervals. I
find my way to the underground parking for my hotel. A sign informs me that I
should leave my recreational gear in my vehicle until check-in, where I will be
given an access pass to a gear storage locker at the parking level.
During my visit, as I make my way around the village, I notice the Whistler
Ambassadors in their distinctive apparel. The front-desk clerk at the hotel pointed
out at check-in that these Ambassadors are available in the village to help me find
my way around and provide up-to-date information about village events.
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3. Baseline Assessment
3.1 Statistical Highlights
The baseline assessment commenced with a review of existing quantitative data on
guest demographics, travel modes, accommodation choices and other relevant
information. (see Appendix 1 for a complete listing of studies reviewed). This data
was summarized in order to arrive as some statistical highlights that formed the
basis for general assumptions about the profile of Whistler visitors.
Those assumptions can be summarized as follows (all figures are approximate):
• 2.1 million visitors annually.
• 43% of visitors arrive between November 1 and April 30.
• 57% of visitors arrive between May 1 and October 31.
• Non-resident traffic on the Sea-to-Sky corridor represents approximately
283,000 vehicle trips on the Highway in Winter and 264,000 vehicle trips in
Summer.
• Of the 1,845,000 non-residents who travel the Sea-to-Sky corridor annually,
1,340,000 travel by automobile, 480,000 travel by bus and 25,000 travel by
passenger rail.
• Occupied room nights in Whistler reached 1,022,239 in 2000.
• Estimated tourist spending for visitors to Whistler was $1.035 billion in 2000, of
which $114 million was spent outside Whistler, representing about 11$% of
total tourism revenue for British Columbia.
• Visitors to Whistler are estimated to support in excess of 21,000 full-year
equivalent jobs in B.C. paying wages and salaries of $529 million.
• Tourism spending in Whistler is estimated to generate $175.6 million in direct
and indirect provincial government revenues; $167.9 in direct and indirect
federal government revenues and $32.9 in revenues that go to municipal
governments.
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3.1.1
Winter
• 15% of winter visitors are from B.C. (13% from the Lower Mainland).
• 15% of winter visitors are from other parts of Canada.
• 42% of winter visitors are from the US (10% from Washington State).
• 28% of winter visitors are from international destinations other than the US.
• 90% of Lower Mainland visitors use their own vehicles to get to Whistler.
• 97% of Washington State visitors use their own vehicles to get to Whistler.
• Slightly higher than 40% of all those arriving from US markets outside
Washington State, from the UK and Australia arrive by a combination of plane
and bus.
• Internet bookings were at the 16% level for the 2000/01 winter season.
• Repeat visitation is 57% overall.
• 74% of visitors who are not day-trippers stay in a hotel or rented condo.
3.1.2
Summer
• 30% of summer visitors are from B.C. (23% from the Lower Mainland)
• 14% of summer visitors are from other parts of Canada.
• 36% of summer visitors are from the US (13% from Washington State)
• 20% of summer visitors are from international destinations other than the US.
• 14% of summer visitors are day-trippers.
• 60% of summer visitors arrive by private vehicle.
• 18% of summer visitors arrive by a combination of plane and rental vehicle.
• 10% of summer visitors arrive by a combination of plane and bus.
Only very limited quantitative data was available concerning the profile of visitors.
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3.2 Opinion Leader Interview Responses
A total of 14 key opinion leaders were interviewed from the Whistler community
and from the wider tourism industry community who have regular dealings with
Whistler visitors. Personal interviews were conducted between July 3 and August
15, 2002, using a pre-prepared questionnaire (see Appendix 4 for form of
questionnaire).
The interviews were aimed at obtaining impressions of the current situation
concerning the Whistler visitor arrival and welcome experience. Most of the
questions were aimed at identifying strengths, weaknesses, opportunities and
threats related to the visitor welcome experience, as perceived by those who are
empowered to influence change. The responses were analyzed more from a
qualitative than a quantitative point of view. Common themes and suggestions
provided valuable insight that helped to identify gaps and solutions, and prioritize
them.
The following sections summarize the responses.
3.2.1
Overall beliefs concerning the general impression of the arrival
experience of most visitors
A number of respondents indicated that the experience of most visitors is usually
not what those visitors generally expected. This difference between expectations
and experiences leaves visitors with both positive and negative impressions.
Negative Impressions
• Those traveling from international points are generally not prepared for the
distance between Vancouver and Whistler.
• For those arriving at YVR, there is not a strong Whistler presence and the visitor
might experience some sense of disjointedness because of having to change
modes of transportation and make the highway trip.
• The winter drive is challenging and the visitor can also be left with a negative
initial impression in winter because of rainy weather at the coast when they are
expecting winter snow conditions.
23
Positive Impressions
• The village is not what visitors expect when they arrive — much more
impressive in terms of the scale, quality of development and mountain setting.
• The natural beauty usually awes visitors when they arrive and the way in which
the development is set amid nature is usually better than visitors expected.
• In summer, the spectacular scenery of the drive impresses visitors, despite
traffic.
3.2.2
i.
Perceived existing barriers to a seamless transition for the
Whistler visitor
Lack of upfront information that sets the right expectations in visitors’ minds.
ii. Multi-modal transportation connections (transfers) for those arriving by air:
limited ground transportation options.
iii. The highway.
iv. Lack of highway signage — especially in the Whistler valley.
v. Confusion at check-in with multiple property managers.
vi. Lack of air connections to Vancouver from many destinations.
3.2.3
i.
Emerging barriers to a seamless transition for the Whistler
visitor
Potential for disruptive highway construction.
ii. Traffic congestion — in Vancouver and on Hwy 99.
iii. Growth in numbers/fragmentation of property managers.
3.2.4
i.
Who/what is seen as being most reliable in the tourism
business in Whistler?
The on-mountain experience offered by Whistler/Blackcomb — mountain
operations.
ii. Local weather/natural scenery.
iii. High-end hotel properties.
iv. Local service culture.
April 2003
24
3.2.5
i.
Who/what is seen as best providing personalized service in
Whistler?
High-end hotel properties.
ii. Whistler/Blackcomb on the mountains.
iii. Front-line service staff everywhere.
iv. Receptives (businesses handling in-bound travelers).
3.2.6
i.
Who/what best delights the visitor in Whistler?
Village experience/setting.
ii. Natural environment.
iii. Outdoor adventure experiences/nature experiences.
iv. Friendly people.
3.2.7
i.
Who/what provides the opportunity for self-service for the
Whistler visitor?
Maps and brochures.
ii. Pay parking.
iii. Local transit.
iv. Housekeeping options in accommodation/access to groceries.
v. Web-contact points.
vi. Bank machines.
3.2.8
i.
Who/what provides value-added for the Whistler visitor?
Canadian dollar.
ii. Bear-watching/nature experiences/natural environment.
iii. Village entertainment.
3.2.9
i.
Who in Whistler best targets the right customer?
Tourism Whistler.
ii. High-end hotels.
iii. Intrawest/Whistler Blackcomb.
25
3.2.10 Priorities for improvements to create a more seamless
transition and arrival experience for the Whistler visitor
i.
More up-front information — the “rules of engagement” for the visitor
planning to come to Whistler and build customer profiles from the beginning
to deliver service.
ii. Provide an intercept point or central information point offering visitor
information and orientation, accommodation check-in.
iii. More competition/options for regional ground transportation.
iv. Focus more on value offered by exchange rate differential.
v. Improve signage for getting to Whistler.
3.2.11 Roadblocks to improvements
i.
Fractionalized, competitive nature of the local tourism business- multiple
points of contact with the visitor/multiple players/difficulty getting everyone to
work together.
ii. Inevitable remote and rugged geographic location.
iii. Licensing and regulation — especially the Motor Carrier Commission.
iv. Property assessment rules.
v. Bed-unit cap on growth.
3.2.12 Competition to Whistler
i.
Anyone offering leisure travel products to the world market.
ii. Other mountain resorts
iii. Banff/Jasper
iv. Colorado resorts
v. Disney/Las Vegas
vi. Sun destinations
3.2.13 Threat to Whistler’s competitive position
i.
Price/value
ii. Declining service/inability to continue evolving to offer a new fresh
look/complacency
iii. Demographics/aging population/flat growth in ski market
iv. Bed-unit cap
April 2003
26
3.2.14 Whistler’s target customer
i.
There are a number of them/number of market segments.
ii. Higher income-based customers/big spenders/discerning consumers.
iii. Four season recreational customers.
3.2.15 Public focal points of arrival
Is there a focal point for the arrival of the automobile?
i. There isn’t one.
ii. Village Gate Boulevard.
iii. Function Junction.
iv. Day-skier Parking Lots.
What would be a better one?
i. Function Junction.
ii. Creekside.
Is there a focal point for the arrival of buses?
i. Gateway Loop
ii. Fitzsimmons Loop
i. Improve the existing loop — better facilities/best location but not well designed.
ii. A better location closer to the mountain bases.
Is there a focal point for pedestrians?
i.
Village Square/Village Stroll.
ii. Pedestrian crossing at Village Gate Boulevard.
i.
None
27
3.2.16 How do you respond to tourists asking for directions in
Whistler?
i.
Point them to retail icons (Starbucks/Conference Centre) as way-finding points
or landmarks.
ii. Point them to the mountains as landmarks for orientation.
iii. Point them to the mountain lift bases as way-finding points.
iv. Refer them to existing way-finding systems like village maps and signs.
v. Use the squares as way-finding points.
vi. Send them to the visitor info centers.
vii. Tell them to talk to hotel concierges.
viii. Tell the to keep to the roads that have names.
3.2.17 How do tourists usually orient themselves to find their way?
i.
They wander.
ii. They look up at the mountains as landmarks.
iii. Use lift bases in winter as orientation points.
iv. They ask someone.
v. They use commercial/retail icons.
3.2.18 Is it different between summer and winter?
i.
Summer visitors tend to be more willing to wander/explore.
ii. In winter, the lift bases are the main destination points.
April 2003
28
3.2.19 If a Whistler visitor had a complaint about a specific aspect of
their experience, to whom would you suggest they direct that
complaint and how would you expect that it would be
resolved?
Complaint
Direct it to
Resolution
Lack of frequent bus
service from YVR
1. Tourism Whistler
1. Lobby for more open competition
2. Bus Company
2. Meet market demand/customer needs
3. Motor Carrier Commission
4. YVR
Difficulty finding
directions to drive to
Whistler
1. Tourism Whistler
1. Arrange for better highway signs
2. Car rental companies
2. Arrange for better web-site directions
Difficulty getting
baggage to Whistler
from YVR
1. Tourism Whistler
1. Improve curb-side facilities at YVR
2. Perimeter Transportation
2. Not a problem
Difficulty finding
directions to
accommodation
1. Tourism Whistler
1. Coordinate check-in
2. RMOW
3. Chamber of Commerce
2. More front-end info coordinated from
all providers
Lack of parking in
the village
1. RMOW
1. Better signage pointing to parking
Difficulty finding
local directions
1. Tourism Whistler
1. Provide info kiosks in the village
2. RMOW
2. Better way-finding signs
2. Not a problem
3.2.20 What was your best travel experience from the point of view of
your arrival/orientation?
i.
Sydney, Australia airport — good info center.
ii. Zermatt, Switzerland — train to mountain resort and golf carts for shuttling
around the village upon arrival.
iii. San Antonio, Texas — good Internet information up-front and helpful people
— taxi drivers and others helping with way finding.
iv. Vail, Colorado — excellent tourist info center- well marked with good parking
in a strategic entry location.
v. Orange County Airport, California for Disneyland arrival- well-signed and
friendly arrival.
vi. Santa Barbara, California airport — small town appeal with a sophisticated
welcome.
vii. London, Heathrow — ease of finding range of ground transportation options.
29
3.2.21 Who should Whistler model itself after?
i.
Denver Airport and its resort service.
ii. Telluride, Co. — good sense of arrival and friendly atmosphere.
iii. Any full-service resort where you go to one point of arrival.
iv. Any cruise ship where everything is well planned.
v. Club Med
3.2.22 Who benefits in Whistler from a seamless tourist arrival
experience?
i.
Hotels/accommodation sector
ii. Tourism Whistler
iii. Whistler/Blackcomb/Intrawest
iv. RMOW
v. Retail sector
vi. Everyone in the tourism sector/business community
3.2.23 Who should pay for costs associated with creating a seamless
arrival experience?
i.
A broad partnership — the players in tourism/community-wide
ii. RMOW/Tourism Whistler/Chamber partnership.
iii. Business property taxpayers
iv. Partner with the transportation providers.
April 2003
30
3.3 Community Relationships
Many different organizations, agencies and groups, both in Whistler and outside
the community, currently play a role in the visitor experience continuum. Some
play multiple roles at various stages in this continuum. Often, more than one
organization, agency or group performs a function. As part of the baseline
assessment, an attempt was made to identify the various functions performed by
each organization, agency or group during each stage of the visitor experience
continuum, from pre-visit contact to arrival in Whistler.
The following chart shows the organization, agency or group along with the
function. This graphically demonstrates the relationships between the various
players involved in meeting Whistler visitors’ needs.
31
POLICY
Regulating competition in ground transportation between YVR and Whistler
Regulates hotel tax
Land use regulations
Sets tone for the Whistler brand
INFRASTRUCTURE
In-transit
Ground transportation
Baggage handling
Tourist Information Centre operator- YVR
Tourist Information Centre operator- U.S. Border
Tourist Information Centre operator - Sea-to-Sky Hwy
Directional signage - on route
Bus terminal
Arrival
Village arrival signage
Directional/way-finding signage
Village tourist info kiosks
Parking
Local Transit
Taxis
PEOPLE
Provides employee orientation/training programs
Provides host program upon arrival
Personal interaction/contact with inquiring guests
Provides formal host program during experience
April 2003
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
32
BC Ministry of Air, Land & Water Protection
X
X
X
X
X
X
X
X
X
X
X
Retailers/Service Businesses
X
X
X
X
Commercial Web Sites
X
X
X
Condominium Property Managers
X
X
X
X
X
X
Hotels
Whistler Blackcomb/Intrawest
X
X
X
X
X
X
X
X
X
X
X
Resort Municipality of Whistler
Tourism Whistler
Squamish Chamber of Commerce
B.C. Transit
Tourism Vancouver
Taxis
Limousines
Bus Operators - Perimeter/Grey Hound
B.C. Rail
B.C. M.O.T.H.
Car Rental Companies
Motor Carrier Commission
Whistler Chamber of Commerce
INFORMATION
Pre-visit
Outreach marketing
Provides a form of branding for Whistler
General tourist information concerning Whistler
Driving directions
Information concerning distance/duration of travel
Information concerning accommodation options/locations
In-transit
Highway signage
Tourist information at in-transit intercept
Arrival
Information distribution/promotion upon arrival
Tourist information counselling upon arrival
Village attractions/wayfinding information
Activity booking
Way-finding assistance
Y.V.R.
Tourism B.C.
X
X
X
X
X
X
X
X
X
X
X
X
X
X
3.4 Comparative Analysis: Best Practices
The context of service quality with visitor experiences to destination resorts was
explored to compare with the “Whistler experience”. This was discussed with
Whistler and B.C. tourism industry opinion leaders in interviews with them, as
previously noted.
Three recognized centres of best practices in visitor management were also
researched. Several opinion leaders recommended that Denver International
Airport be examined to compare the management of ski resort-destined tourists
there, compared with Vancouver International Airport.
Disney World and the Disney Cruise Lines were directly researched from the
standpoint of a total visitor experience — from initial contact to the return trip
home.
The best practice champions we audited for this report were selected by the One
Whistler steering committee and have introduced new ideas, or applied existing
ideas in a particularly effective way, to achieve results in the resort industry.
An important characteristic of the resort industry is the experiential nature of the
product. This requires that broad stroke strategy and policy at the management
level support specific functional practices at the detailed service delivery level.
Research has shown that customers' evaluation of hotels and resorts and their
decision to patronize them do not depend so much on what services are provided as
on how the firms go about delivering on many aspects of the service experience
being purchased. That is, the organization and operation of the staff, the
information systems, the facility configuration, the resort environment, and other
resources are part of the product the customer is purchasing and are important to
satisfaction and repeat patronage.
In a recent study on best practices in service industries in the United States more
than 50% of the best practices judged by business executives as most important to
balance sheet success were related to the interface between the firm and the
customer.
33
Different customers in the same resort have different, sometimes conflicting, needs
and wishes. Regardless of the nature of customer needs, their successful fulfillment
relies upon strategies and tactics that yield programs, practices, processes, and
activities that are planned by management and ultimately delivered by frontline
employees, in the presence of customers.
3.4.1
Our Approach
Best practices are highly effective and profitable practices that represent the best in
the industry. Best practices may be used as “standards” for guiding benchmarking
and making comparisons.
Three champions were specified for best practice analysis by the Whistler One
steering committee. These were:
1. Disney World Resorts and Parks
2. Disney Cruises
3. Denver International Airport
A four-part questionnaire was used to collect relative performance data and
delivery specifics for each of the target resorts. Site visits and detailed one-on-one
interviews provided additional background, internal assessments of the program
effectiveness and an assessment of the consistency of messaging/training. All
personal interviews were provided on the guarantee of anonymity for individuals.
Web research was completed to collect additional background information on these
and other resorts.
3.4.2
Whistler: Best Practices
Whistler already has a solid foundation in best practices regarding the visitor
experience. It is evident at Whistler/Blackcomb operations, in most hotels and
many retail outlets.
There are components of a Whistler Welcome infrastructure already in place for
Whistler — at YVR and online. What remains to be done is to link the elements
and further enhance a broader application of service quality across Whistler service
and retail providers from the moment the visitor arrives in the Lower Mainland —
or in the case of Lower Mainland residents — from the moment they arrive in
April 2003
34
Whistler, in that most Lower Mainlanders know their way to Whistler and look
after their own luggage.
The element common to all visitors is the arrival at Whistler, and from this point
forward, the challenge is to deliver consistent quality service to all Whistler
visitors — and to make their arrival and experience as pleasant and fulfilling as
possible.
3.4.3
Overall Findings
• The resort experience begins while the guest is still at home and is impacted by
each contact point.
• Employees are extremely important — a key to successful implementation of
the desired practices, and as a key to improving levels of customer satisfaction.
• Practices must be supported by policy and infrastructure to provide service
consistency.
• Senior level commitment to the practices is a major component in assuring
successful implementation.
• Monitoring results is fundamental to measuring service effectiveness and
seeking niches of opportunity to enhance services.
• The best strategic business models stress the importance of understanding
customer needs and creating value, and are focused on profitability.
• Execution and attention to detail are keys to success.
3.4.4
Initial Contact
While it was difficult to analyze the initial points of contact for travel agents and
resort visitors, reservations and information access appears to be full and available.
Information and reservation web sites appear to be an important first point of
contact. The following screen captures of select Disney web pages demonstrate the
extent to which sophisticated customer-service oriented web sites play a role in
meeting the initial needs of prospective Disney guests.
35
A detailed examination of initial contacts with Whistler was not a part of this
project, in that the Whistler Welcome Strategy begins with the arrival of the visitor
in B.C. However, our research shows that Tourism Whistler has large contact
success rate.
Disney’s web site provides
an easy interface to obtain
information and make
reservations.
April 2003
36
3.4.5
Arrival Experience: Denver International Airport
Denver International Airport (DEN) serves the resorts of Vail, Beaver Creek,
Copper Mountain, Breckenridge and Keystone. Approximately 36 million
passengers transit the facility on an annual basis. DEN is the 6th busiest airport in
the United States, 11th in the world. The airport was expanded and renovated in
1995 at a cost of some US$5 billion dollars and is now comprised of the new
Jeppesen Terminal and three boarding concourses connected by a rail link. Ground
transportation to the mountains is available from the east and west islands of the
terminal.
Information Access
On exiting the security
area transportation desks
are situated immediately
to the right and left.
There are eight stations
offering shuttle services
to Denver and the
mountain resorts.
Permanent brochure
racks are located
immediately adjacent to
the transportation desk
and provide references
for accommodation and
activities divided by
region.
Airport ambassadors,
easily identifiable by
their white cowboy hats,
provide personalized
passenger information.
37
Mountain Transport
Colorado Mountain Express
offers shuttle service to Vail,
Beaver Creek and Aspen
Snowmass. Resort Express
provides a similar service for
Breckenridge, Keystone and
Copper Mountain.
Terminal Signage
Once baggage has
been claimed,
highly visible
signage directs the
guest to appropriate
exit door and island.
All mountain shuttles pick up
at the ‘mountain carriers’
stations — the island
infrastructure immediately
segregates resort and
business travellers and
minimizes confusion.
April 2003
38
3.4.6
Arrival Experience: Disney World, Disney Cruises
Disney has gone well back in the transaction chain; baggage handling is virtually
seamless once the guest affixes their Disney bar coded luggage tags.
For the majority of guests, once they start their relationship a Disney representative
is present throughout the experience — this may be in person or by means of
signage, messages or printed materials. Disney focuses heavily on personalized
service with each employee establishing a relationship with the guest. Disney
representatives are well schooled in host relations and communications skills, and
exhibit a pride in the work they do. Employees are visible through their dress and
name tags. They serve as complete information and orientation hosts at the
beginning of the visit experience.
The hallmark is the continuity of care and the consistency of the service regardless
of the service delivery method. The portal and signage programs provide clear way
finding and an excellent sense of place.
3.4.7
In-Resort Experience: Disney World (Florida)
The Walt Disney World® Resort is located on 47 square miles near Orlando,
Florida. The resort includes 17 resort hotels with more than 23,000 rooms, four
theme parks, three water parks, a six-acre
Walt Disney Company’s Key Objective
island nighttime entertainment complex
The Walt Disney Company's key objective is to
and a variety of recreational facilities.
be the world’s premier family entertainment
Disney is the largest single site employer
company through the ongoing development of
its powerful brand and character franchises.
in the United States and has more than
55,000 employees in Florida.
The company’s primary financial goals are to
maximize earnings and value from cash flow
from existing businesses and to allocate capital
profitably towards growth initiatives that will
Notwithstanding the scope and scale of the
resort a key feature of the Disney
experience is their ability to make each
drive long-term shareholder value.
individual feel like they matter.
39
Arrival by Air
For guests arriving outside regular business hours travel from the Orlando airport
to the resort is probably the weakest link in the customer experience. Shuttle
service from the airport to the resort hotels is provided by Meares, an independent
transportation company. A ‘pre-booked’ reservation turned out to be little more
than a head count notification to Meares. Transfer tickets had to be purchased from
the Meares counter at the baggage claim area.
Ground Transfer
There are extended waits for the shuttle, from 20 minutes to 30 minutes at times,
before boarding. The need to drop guests at multiple hotels resulted in a total trip
time of close to 60 minutes. With no reference point it was difficult to predict how
long a direct trip might have taken. (Subsequent return by taxi determined the
actual trip duration at only 20 minutes.)
Resort Portals
Disney uses a mix of roadside signage and portal structures to clearly delineate the
Disney domain and to personalize the individual hotels and parks. The main
portals span in some places up to 8 lanes of traffic and include manned tollbooths.
Each vehicle is intercepted
and a uniformed attendant
provides a warm welcome,
personalized directions to the
desired destination,
information about the parks
and activities, and if required,
advice on accommodation.
April 2003
40
Resort Check In
At check-in at the Disney resort, hotel guests are issued a Key To The World
Card. This magnetic stripe card acts as the guest room key, transportation
pass and is valid for purchases in all Disney hotels and theme parks. Front
desk staff has on-line access to all Disney services and can issue park entry
passes (mag stripe cards) as well as book tickets for non-Disney attractions,
for example, the Cirque du Soleil.
Security
All guests are subject to a search of hand baggage on entry to the resort. The
security personnel, while thorough, present a much different face than their
counterparts in the airports. Identified as Disney employees with nametags and
uniform ensigns, they are simultaneously personable and efficient. There is a
significant, but discreet security presence throughout the parks as a combination of
plainclothes and uniformed officers.
Transportation
Transportation within the resort is included in both
accommodation prices and park entry fees. Service
is provided by bus, monorail and passenger ferry. A
mix of Disney and contract employees provides
transportation services although the difference is
undetectable to the guest. All personnel are
Disney Buses serve all resort
hotels and theme parks.
uniformed, wear Disney nametags and undergo a
minimum one-day Disney training program.
Employee Training
A notable aspect of the experience was the universally high degree of knowledge
and awareness all employees had regarding the parks, various attractions and other
services. This was the case whether speaking to someone bussing the tables in a
restaurant, bellhops, room attendants or to front line positions in the parks
themselves. Without exception, all Disney employees, during our research,
maintained the seven Disney Standards. The Disney Standards and the Disney
Traditions are the foundation of the global training program mandatory for all
employees (direct and contract). The resort properties are well staffed and all
41
Disney employees are easily identifiable by their nametags (including security
personnel).
Service Levels
One of the most compelling aspects of the Disney experience is the consistency of
the service levels. There is a sense that Disney has made a significant (and
successful) effort to think through the guest experience step by step — and have
provided for customer needs at each
point. Disney recognizes the park
Seven Disney Service Standards
• Make eye contact with and smile at each guest.
experience is comprised of the entire
• Welcome and greet each guest.
transaction chain and puts as much
• Seek out guest contact.
attention on parking lot signage and
• Provide immediate service recovery.
• Display appropriate body language (face the
guest; don’t slump).
the parks themselves. A guest who is
unable to locate their vehicle at the
• Preserve the magical experience.
•
delivery systems as the attractions in
end of the day has only to advise the
Thank each and every guest.
attendant of the approximate time of
their arrival. With remote access to a
main database, the Disney employee can lead the guest to the two or three rows
most likely to contain their vehicle. A sense of continuous care is created and
reinforced with appropriate information, infrastructure, policy and people at each
contact point.
Technology Infrastructure
Disney makes extensive use of technology to support the timeliness, veracity and
personalization of information. (Note: This has been a sustained and substantial
undertaking. Progress is good within resorts, however the organization is still
struggling to standardize all systems worldwide.) Huge data sets generated by the
Key To The World Cards permit highly accurate tracking and demand modelling.
All passes are magnetic stripe encoded and extended period passes, including
annual passes and employee passes, have an additional biometric security feature.
Addressing Wait Times
Disney is a master of line psychology and the innovative use of time estimate
clocks; many have imitated the in-line entertainment they pioneered. However,
April 2003
42
length of waiting time had obviously become such a source of customer
dissatisfaction they felt compelled to implement other solutions.
Disney has implemented the FASTPASS® reservation system at the eight most
popular rides in the Magic Kingdom®. Reservations are made by inserting each
guest’s mag stripe Park entrance ticket into the ticket reader at the FASTPASS
station. A printed-paper ticket with a reservation interval is issued. There is no
charge for using the FASTPASS reservation system, however only one reservation
can be made at a time. The Park entrance ticket is locked out from further
reservations until the time of the current reservation
has elapsed. An interesting footnote to the installation
of the FASTPASS system was the corresponding
increase in per guest food and retail sales — released
from the tyranny of the line increased shopping time
for guests.
Resort Engineering
Disney Parks are engineered in a multitude of ways to assist crowd control,
encourage traffic flow and respond to guest needs. One of the more subtle
examples is the ground surface surrounding the small children’s attractions in the
Magic Kingdom®. The majority of the park is surfaced in pavement or paving
stones. The children’s areas feature a special rubberized surface. This is to reduce
the number of guest injuries in the area. This design feature makes human sense
and business sense. The children are spared skinned elbows and knees, demands
for first aid attendants, facilities and supplies are reduced, and unhappy parents do
not leave the park prematurely — without the full complement of merchandise due
to a distressed child.
Retail Magic
Disney makes it easy to shop. Guests’ Key To The World Cards is accepted for all
purchases, as are all major credit cards, debit cards and cash. Once a purchase has
been made Guests have four delivery options:
1. Take it with you
2. Pickup at front gate on departure
3. Free delivery to any Disney Resort Hotel
43
4. Delivery anywhere in the world
Should it be too hot, too rainy or too crowded outside, the stores offer an oasis of
climate control, welcoming employees and an astonishing array of merchandise.
The same level of enthusiasm for the guest experience and the Disney traditions is
equally evident amongst retail employees, ride attendants and food servers. All are
knowledgeable and more than pleased to answer queries, provide
recommendations on what to do or to provide directions.
Power of the Brand and Signage
Theme and branding is a science at Disney. From the lifesaver instructions on the
passenger ferries to specially designed beverage crates in the park the sense of
place is maintained — and along with it the halo of confidence and trust in the
Disney experience. Signage is consistent, highly visible, and easily understandable
and seems to appear every time it is needed (at each potential decision point).
Statues, towers and fanciful structures create visual icons
that are highly effective in way finding. Just look like you
are looking and a Disney employee will offer to orient
you.
Information Sources
The Parks use an integrated mix of pre-printed brochures,
daily activity sheets, posters, billboards, permanent signs,
reader boards, LED signs and voice announcements to
communicate with guests and staff. Mobile employees in
the parks, parking lots and on the transportation modes are
linked via radio. All Disney employees have passwordprotected access to an employee intranet.
Disney Service Recovery
Disney maintains a comprehensive service recovery program. With a policy basis
that states, ‘Make it right for the guest’ the program includes clear and explicit
instructions for employees and an almost unlimited range of response alternatives.
The practice of Service Recovery is part of the initial training of all employees —
and one of the core seven standards. Details of the Service Recovery Program are
April 2003
44
posted in every staff room including reminders to staff ‘do not allow yourself to be
upset’ by an upset guest. Any uniformed Disney employee is empowered to enact
service recovery measures such as replacing a dropped ice cream cone, a broken
toy or an unsatisfactory meal. All that is required is the after-the-fact completion of
the ‘No Strings Attached’ Recovery Form. For more complicated issues or those
involving larger value recovery the initial front line employee will seek out the
manager, but remains in proximity until the issue is resolved to the guest’s
satisfaction.
3.4.8
In-Resort Experience: Disney Cruises
Disney Cruises is a total tourism experience that emphasizes personal service. The
geographic limits of the visitor environment are shrunk to the places you can go on
the ship for the most part. Off-ship land tours and exploration is limited because of
time.
The quality of service and continuity of assistance, information and advice is never
far away. Way finding is more of a personal experience, although signage is
effective and not overdone.
It is also noteworthy to see that Disney continually monitors guest services with
the goal of de-bugging guest processes. Foremost in this approach is the
recognition that Disney guests don’t like wait lines. That’s one of the reasons for
the FASTPASS reservation system.
3.4.9
Enhancing Whistler’s Best Practices
Our research with Disney indicated that Whistler doesn’t need a makeover in
customer relations. Whistler is a repository of a variety of “best practices”. They
are evident in a number of different Whistler businesses. They just need to be more
evident and wide-ranging — and be more consistently delivered. The following are
some recommendations that flow from our best practices review that will enhance
Whistler’s best practices and create a more wholesome welcome experience for
visitors to Whistler.
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Visitor Service Consistency
For the most part with customer service, the Whistler welcome experience needs
more consistency in customer service. The experience exists within Tourism
Whistler and the Whistler Chamber of Commerce to lead an initiative that brings
together others in the customer service chain to deliver customer service
consistency in terms of visitor information, orientation and welcome. The
challenge is to coordinate the resources and infrastructure and to offer incentives
for businesses to participate in a uniform customer service program related to the
Whistler welcome.
Visitor Service Hosts
Whistler businesses already recognize the benefit of having “ambassadors” to
make the visitors’ stays more relaxed and fulfilling. Providing information and
way-finding directions when and where visitors are, makes the Whistler experience
less frustrating. The Whistler Spirit Program that gives local employees a reduced
rate ski pass in return for them going through visitor host training is a program that
can and should be extended to the entire Whistler visit experience. Having local
residents as trained, identifiable “ambassadors” will help create a better, all-round
positive experience for visitors. These ambassadors should be tied into an overall
hosting and way-finding strategy — and also a part of the visual way-finding
program. An ambassadors’ training program, complete with incentives for
participating, visual identification apparel and a monitoring system is an
achievable project.
Initial Guest Relations Information Intercept
Visitors need to know where they want to go when they first arrive, and they may
want to know where else they can go, and what else they can experience, when
they visit Whistler. This is already a key recommendation of this report.
Establishing an intercept centre on the Highway at the entrance to the Whistler
area, complete with visitor information and orientation facilities will help alleviate
the initial confusion that sometimes results with first-time visitors arriving in
Whistler. The addition of a check-in service could help generate some revenue for
the centre.
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Way Finding Signage
Visitors want and need simple and understandable signage to help them find their
way around Whistler. A consistent signage system that has highly visible “You
Are Here” signs in key gathering, and high traffic areas, is recommended.
Sea-to-Sky Portal Signs
The reconstructed B.C. Ferry terminal at Horseshoe Bay relegates the Sea-to-Sky
Highway entrance to almost non-existence. More visible signage is required that
shows motorists how to access the Highway. This also should be the first visual
indication of “being the road to Whistler”. Periodic distance signs, tied to a
common road sign design in Whistler, should be explored with the Ministry of
Transportation.
Multiple Guest Relations Stations and Kiosks
Way-finding signage should be tied in to kiosks strategically located in key village
pedestrian areas. These centres could also serve as key communications centres for
people to check for messages.
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4. Gaps and Opportunities on the Whistler
Visitor Experience Continuum with
Recommended Solutions
4.1 Gap Analysis
A gap analysis was conducted as part of the baseline assessment. The analysis was
performed looking at each stage of the visitor experience from the point of view of
the visitor.
The analysis included a physical inventory and geographic mapping of existing
resources (Figure 4.0) available to visitors between the U.S. border and the
Whistler Valley. The analysis also included a geographic mapping of identified
gaps in infrastructure and other resources and the identified opportunities for
improvements for visitors travelling to Whistler (Figure 4.1).
The same analysis was conducted and the results mapped for the Whistler Valley
itself. The existing resources are shown in Figure 4.2 and the Gaps and
Opportunities are shown on the map in Figure 4.3.
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4. Gaps and Opportunities…with Recommended Solutions
Figure 4.0
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50
Figure 4.1
51
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Figure 4.2
Existing Resources
Infrastructure
Infrastructure
Infrastructure
-Hwy 99
Distance Sign
4 km to Whistler Creekside
8 km to Whistler Village
9 km to Upper Village
-Hwy 99
Directional Sign
Whistler Village
Whistler/Blackcomb Parking
-Village Gate Boulevard
Welcome Sign
Infrastructure
-Hwy 99
Directional Sign
Whistler Village
Whistler/Blackcomb Parking
People/Information
Temporary Whistler Chamber
of Commerce staffed Visitor
Information Centre
Infrastructure
- Hwy 99
Whistler Welcome Sign
Village Map
Infrastructure
- Hwy 99
Distance Sign
2 km to Visitor Info Centre
Directional Sign
Whistler/Pemberton
Infrastructure
-Hwy 99
Directional Sign
Whistler Creekside
Whistler Village
Blackcomb/Village North
Distance Sign
400 m to Visitor Info Centre
Infrastructure
People/Information
-Hwy 99
Distance Sign
4 km to Whistler Village
5 km to Upper Village
-Gateway Loop/Village Square/Town Plaza
Seasonal staffed Visitor Information
booth
Figure 4.3
GAP
Infrastructure
-Lack of formal sense of arrival
in the Village
GAPS and Opportunities
GAP
GAP
Infrastructure
-No sense of welcome on arrival in
the Valley
Infrastructure
-Lack of orientation about village
centers and progression along Hwy
from Creekside to main Village
Opportunity
Infrastructure/Information
-Establish a welcome and information
centre to intercept arriving traffic
Opportunity
People/Information
-Opportunity for a “Village Host” program
with volunteers circulating in the Village
GAP
Infrastructure
-Lack of welcome presence for
southbound traffic arriving in
the north part of Whistler
4.2 Gaps, Opportunities and Solutions — The Sale
4.2.1
Pre-Departure Information Gathering/Orientation Stage — Lack
of Up-Front Information
There is a lack of consistent and comprehensive up-front information available to
visitors after they have made their booking and prior to their travel to Whistler.
This lack of information often creates unrealistic or inaccurate expectations in the
minds of visitors. There is no one source of such comprehensive information, but
rather many interpretations containing less than comprehensive information,
provided by multiple providers in multiple forms.
Recommended Solution: A “You Are Here Whistler” Guide
Develop a “You Are Here Whistler” Guide that serves as the authoritative,
comprehensive and up-to-date “rules of engagement” guide, as one opinion leader
referred to it, providing the Whistler visitor with all the information they will want
to know about getting to Whistler, arriving in Whistler, finding their way around
Whistler and enjoying the Whistler experience.
The guide should be available in printed form to all tourism industry providers
who interact with Whistler visitors, either remotely prior to their departure or at
their first point of contact. Providers should be encouraged to use their guide as a
fulfillment piece after a booking is made. It should also be available on-line, for
reference, download and printing.
The guide might include the following:
• Outline of ground transportation options
• Contact telephone numbers
• Driving directions/duration from various points
• Points of Interest/Sea-to-Sky Hwy Highlights
• List of resources available at “You are Here Whistler” Welcome Centre
• Arrival orientation information — colour-coded maps
• Parking Information
• Check-in tips
• Way-finding tips
Type of Solution: Information/Policy
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4.2.2
of Consistent and Accurate Driving Directions
There is a lack of consistent information available in any form, published or online, about driving distances and driving durations between key points of departure
and Whistler and between Vancouver and Whistler. This lack of information often
creates confusion and unrealistic or inaccurate expectations in the minds of visitors
who are traveling to Whistler by private vehicle.
Recommended Solution: Standardized Driving Directions
Develop a standardized set of driving directions, from various interim arrival
points, complete with estimated durations and factors that might impact the
duration. These directions should be made available to all tourism industry
providers, including Vancouver-area car rental companies, in digital and printed
form for use in all publications, including web sites. Develop a campaign to
promote the use of the standardized directions, based on reinforcing the concept of
consistency in branding and quality service.
4.2.3
of Common Brand Identification for Whistler Visitor
Information
Visitor information is available to the Whistler visitor from a number of sources in
a number of forms. Some of the information may be specific to a property,
attraction, event or operator. Other information may be more general in nature and
is provided to visitors to familiarize them with how to get to Whistler, what to
expect upon arrival and what to do while in Whistler. This general information,
while perhaps derived from common sources, such as Tourism Whistler, most
often lacks any kind of branding that provides it with an identity.
A brand identity can help to authenticate information and reinforce certain
expectations, such as the expectation of quality service that all in Whistler strive to
provide. The brand identity also can serve as a recognizable icon, providing a
sense of continuity, almost directing users to look for the next use of the brand icon
to complete a full information loop or experience.
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Recommended Solution: Common Branding for Whistler Visitor Info
Develop a common branding for visitor information, complete with a graphic
identity. Permit the use of that brand identity by tourism industry providers with
the dissemination of standardized visitor information. Regulate the use of the brand
by enforcing a certain level of service quality, verified by a form of an audit.
Type of Solution: Policy
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4.3 Gaps, Opportunities and Solutions — The Arrival
4.3.1
Transportation from Departure Point — Lack of Data on
Whistler Visitors and Their Modes of Travel
The lack of comprehensive data concerning visitors and their modes of travel to
Whistler is one gap that hinders an accurate and thorough assessment of needs and
opportunities. Tourism Whistler’s Research Department collects and commissions
considerable market information, including various forms of visitor data. The
RMOW collects data and produces statistics concerning a range of tourism-related
concerns. Other agencies and private organization also collect and publish data.
However, comprehensive data concerning the number of visitors arriving in Whistler,
segmented by their arrival time, their mode of transportation and their origins, does not
seem to be available. For example, after a review of many statistical sources and various
published studies, we were unable to assemble a summary of statistics indicating the
number of visitors arriving in Whistler by private or rental vehicle and their origins.
Recommended Solution: Conduct a Visitor Survey and Keep Data Up-to-Date
Conduct a comprehensive summer and winter survey of visitors arriving on the
Highway to determine, among other things, their origin and their mode of travel.
Intended destinations, factors influencing their decision to visit Whistler and their
information requirements could also be surveyed and periodically update this data.
4.3.2
Transportation from Departure Point — Lack of Whistler
Presence at YVR
Whistler has very little profile at Vancouver International Airport (YVR). The resort
has no distinctive physical or visual presence, other than the presence in both the
domestic and international reception lobbies of the designated ground transportation
provider’s sales desk. The visitor information centers in both reception areas are
operated by Tourism Vancouver and they do provide information about provincewide destinations and can supply information about Whistler, but only on-demand,
and in no way do they feature or prominently display information about Whistler.
There is no obvious first point of contact relating to the Whistler resort and
welcoming the Whistler visitor upon their arrival at YVR.
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Recommended Solution: Whistler Welcome and Info Centre at YVR
The establishment of a Whistler Welcome and Information Centre at YVR would
allow Whistler to intercept visitors travelling to Whistler as well as those visitors
who might have considered visiting but have not yet made plans as part of their
trip to the Vancouver area.
Option 1: Whistler Visitor Welcome and Information Centre
YVR has indicated that plans are underway to reconfigure the international
reception lobby and space might be available on a commercial basis to locate a
kiosk or desk in this strategic area. This location seems to be the most strategic,
given that statistics indicate that slightly higher than 40% of all Whistler winter
visitors arriving from US markets outside Washington State, from the UK and
Australia arrive by a combination of plane and bus. The visual prominence created
for this Welcome and Information Centre would be consistent with the visual
theme developed for the other Welcome and Information Centres in Whistler.
The Centre would serve as a first point of contact for Whistler visitors with prearranged travel plans, confirming their ground transfers and providing interim
way-finding information and with up-to-date information on what to expect during
their ground transfer and arrival. The Centre could also serve as a point-ofpurchase for additional bookings, such as ground transportation, activities and
accommodation. The Centre should be staffed by knowledgeable and trained staff
during peak arrival periods and interactive multi-media displays, supplemented
with self-serve printed information, could satisfy visitor needs after-hours.
Option 2: Co-Sharing with Tourism Vancouver’s Visitor Information Centre
As an alternative to establishing an independent Whistler Welcome and
Information Centre at YVR, arrangements might be negotiated to co-share the two
existing Visitor Information Centres operated at YVR by Tourism Vancouver.
Such an arrangement might include a distinct Whistler visual presence as part of
the existing Centres or at the very least the placement of Whistler-specific
interactive multi-media equipment at the Centres. Staff training would also be an
important part of such an arrangement.
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Option 3: Free-standing Whistler Visitor Welcome and Information Automated Kiosk
As an alternative to the capital investment and operating cost obligations
associated with operating an independent welcome and information centre with
staff or a co-sharing agreement with Tourism Vancouver, or as an interim measure
while planning to implement either one of these prior options, a free-standing
automated welcome and information kiosk could be established in each of the
international and domestic arrival lobbies. This kiosk could allow visitors to obtain
information in a self-serve manner. The information could be web-based and
updated on a real-time basis. The information could span a full range of anticipated
visitors needs, from ground transportation information and driving
directions/current conditions to accommodation and activities information.
Type of Solution: Infrastructure/People/Information
4.3.3
Transportation from Departure Point — Lack of Choice in
Public Ground Transportation from YVR
The provincial Motor Carrier Commission (MCC) is responsible for regulating the
inter-city bus and limousine industry in B.C. The Vancouver Airport Authority also
regulates buses and limousines operating out of YVR. Currently, one bus company is
authorized to provide scheduled service between YVR and Whistler. Other charter
buses duly licensed by the MCC and the Airport Authority are permitted to pickup at
YVR for transportation to Whistler on a pre-booked basis only. A similar situation
exists with limousines. One limousine provider is licensed for hire at YVR for
Whistler-bound passengers. Other duly licensed limousine providers are authorized
to pick-up at YVR and transport to Whistler only if pre-arrangements are made.
The Airport Authority will be issuing a request for proposals for the scheduled bus
service to Whistler early in the new year and expect to re-award a contract for a
five to ten year term in mid-2003. They expect that the current provider, Perimeter
Transportation will be one of those responding to the proposal call.
The Airport Authority’s current contract with Limojet for vehicle-for-hire limousine
service between YVR and Whistler expires in 2006. Limojet’s vehicle-for-hire
arrangement with YVR is for limousine service from the airport to all destinations,
including Whistler. As the service does not specifically target the Whistler-bound
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market, it fails to address many of the specific needs of Whistler visitors, often
lacking the appropriate equipment to transport skis and other gear and lacking drivers
specifically trained to be familiar with Whistler as a destination.
During our research, we identified some concern with the lack of choice and the
lack of competition for both bus and limousine service.
A number of opinion leaders pointed out that the lack of alternatives to the one
scheduled bus service can often result in visitors having to wait at YVR for
extended periods, when at other comparable airports, visitors have multiple ground
transportation choices. Officials with the Airport Authority counter with the
argument that market forces dictate the extent to which competition can be
introduced. They contend that their main concern is maintaining a standard of
quality and dependability and this can only be assured by securing the business for
one operator at this time.
Concerns were also raised about the lack of choice in limousines for hire at YVR,
due to the restricted competition for this market. Some argue that the diversity of
vehicle types and levels of service suffer as a result of the restriction on supply.
Again, officials with the Airport Authority counter with the argument that market
forces dictate the extent of competition and their main concern is maintaining a
standard of quality and dependability and this can only be assured by securing the
business for one operator at this time.
Suggested Solution: Initiate Discussions with YVR and the MCC to Explore
Increased Competition in Service
The Motor Carrier Commission (MCC) has a duty under the Motor Carrier Act to
regulate motor carriers to promote adequate and efficient service and to foster
sound economic conditions in the transportation business in British Columbia.
YVR is committed to serving the needs of the traveling public, many of whom are
destined for Whistler. An effort should be made to convince both bodies to assess
the needs of Whistler visitors and change their respective policies to ensure those
needs are being met in an adequate manner.
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4.3.4
Transportation from Departure Point — Lack of Whistler
Presence at In-Route Visitor Info Centres
Visitor information centers operated by Tourism Vancouver at both on Highway
99 at the Peace Arch border crossing and in their downtown Vancouver location
provide information about province-wide destinations and can supply information
about Whistler, but only on-demand and in no way do they feature or prominently
display information about Whistler. There is no obvious first point of contact
relating to the Whistler resort and welcoming the Whistler visitor when they stop
at these info centers in-route to Whistler.
Recommended Solution: Co-Sharing Visitor Info Centres at Peace Arch
Border and Downtown Vancouver
Arrangements might be negotiated to co-share these two existing Visitor
Information Centres operated by Tourism Vancouver. Such an arrangement might
include a distinct Whistler visual presence as part of the existing Centres or at the
very least the placement of Whistler-specific interactive multi-media equipment at
the Centres. Staff training would also be an important part of such an arrangement.
The visual prominence created for this Welcome and Information Centre would be
consistent with the visual theme developed for the other Welcome and Information
Centres in Whistler.
Type of Solution: Infrastructure/People/Information
4.3.5
Transportation from Departure Point — Lack of Continuity in
Driving Directions on Highways Through Vancouver
There are some major gaps in highway signage on key routes between the U.S.
border and Whistler as these routes pass through the Greater Vancouver area. The
gaps create a lack of continuity for drivers unfamiliar with the routes. Key gaps in
directional signage were identified as follows:
• Highway 99 between the Peace Arch border crossing and the north end of the
Oak Street Bridge.
• Highway 1 between the Port Mann Bridge and Taylor Way on the Upper Levels
Highway.
• The north end of the Lions Gate Bridge at the West Vancouver exit.
• Grant McConnachie Way on Sea Island exiting the terminal at YVR.
• Granville Street in Vancouver south of 49th Avenue.
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Recommended Solution: Increased Highway Signage
Efforts should be made to convince the Ministry of Transportation to supplement
existing highway signs with additional signs in the first four locations outlined
above in order to provide some sense of continuity. The request should be
positioned in such a way that Whistler is not seen to be requesting extraordinary
prominence on the highways, but is only looking to fill gaps where drivers may be
confused because of the lack of continuity.
The signage on Grant McConnachie Way is the responsibility of the Vancouver
International Airport Authority and there is some reluctance on their part to feature
any one destination outside YVR on Sea Island directional signage. Statistical data
on passenger volumes and car rentals generated by Whistler visitors might be
influential in convincing YVR to provide at least one Whistler-specific direction
reference on a sign directing traffic northbound over the Arthur Laing Bridge.
Type of Solution: Infrastructure
4.3.6
Transportation from Departure Point — Lack of Clear Whistler
Directions at Hwy 99/Hwy 1 Junction at Horseshoe Bay
The reconfiguration of
the BC Ferry terminal
entrance at Horseshoe
Bay and the impact of the
design on the junction
between Highway 1 and
Highway 99 results in the
exit to Highway 99 losing
prominence and being
overshadowed by the
marquee signage directing traffic to the ferry terminal. This causes confusion for
drivers who are unfamiliar with the route causing some to exit towards the
terminal, rather than proceeding to Highway 99. We understand, in the long-term,
the intersection with Highway 99 may be relocated, separating it from the physical
and visual conflicts at the Horseshoe Bay ferry terminal entrance.
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Recommended Solution: Marquee Signage at Horseshoe Bay Hwy 1/Hwy 99
Junction
Efforts should be made to convince the Ministry of Transportation to extend the
existing marquee signage that marks the entrance to the BC Ferry Terminal over
the Highway 99 exit — and display on that extension a prominent icon that marks
the beginning of the Sea-to-Sky Highway to Squamish, Whistler and Pemberton.
This project is being considered as part of the Context Sensitive Design Guidelines
for the Sea-to-Sky Highway upgrading project.
4.3.7
Arriving in Whistler — Lack of Formal Sense of Arrival in the
Whistler Area and Lack of Way Finding to Main Destination
Areas in the Valley
Whistler has developed very much in a linear manner from one end of the Whistler
Valley to the other along the Sea-to-Sky Highway. The majority of visitor traffic
enters Whistler on the Highway from the south. Destinations in Whistler are
located like a series of “beads on a string”, from Function Junction in the south to
Emerald Estates in the north. While the first visible signs of development are
encountered at Function Junction, most visitors travel at least another four
kilometers to the first major destination at Creekside or a further four kilometers
beyond to the main village entrances.
Those unfamiliar with the progression along the Highway are easily confused due
to this layout. The sense of arrival is not impressive until entering the village and
directions to the main destinations are not clear.
Recommended Solution: Colour-Coding of Whistler Zones with Coordinated
Informational and Way-Finding Highway Signage
A program of colour coding key zones in the Whistler resort, following a
geographic progression along the Highway, can serve as a basic orientation method
for visitors. The graphic identity associated with these zones could be portrayed in
a number of ways that could help to guide visitors who are unfamiliar with the
Whistler resort’s layout. Five distinct zones in the resort could be colour-coded,
described from south to north — Function Junction, Whistler Creek (or Creekside),
Village Centre, Upper Village and Whistler North (Figure 4.4). These zones could
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be portrayed together on one
Figure 4.4
map showing their geographic
relationships along the
Highway, using easy-tounderstand graphics and brief
descriptive instructions on how
to follow the coding and what to
look for along the way in terms
of icons, signage, etc. The
colouring of these zones could
also be coordinated with the
colour-coded transit routes
(Whistler and Valley Express).
The visitors’ first exposure to
these maps might be in the form
of the standardized driving
directions (see solution 4.2.2)
published in various forms and
available to visitors before departure. The colour-coding system could also be
described with detailed instructions, accompanied by descriptive maps of different
scales in the “You Are Here Whistler” Guide (see solution 4.2.1). These
descriptions could also be linked to other information in the Guide on how to get to
Whistler and what to expect when arriving in the Whistler area.
Upon arrival, visitors would also be able to stop and refer to prominent signboards
that could be located at four strategic arrival points — Function Junction, Creekside,
Gateway Loop/Village Centre and Whistler North. These locations would coincide
with the location of Whistler Visitor Welcome and Information Centres.
These large scale ‘You Are Here Whistler’ maps (Figure 4.5) would portray the
colour coding of the Whistler resort and also highlight major arterial roadways,
village entrances, public parking lots and major attractions within the Village. The
colour-key would alert visitors to look for signage and other location icons
indicating, along the way, which zone they are passing through. Additionally, these
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signboards would contain ‘most
Figure 4.5
requested’ telephone numbers
and generally serve to facilitate
a casual visitor’s understanding
of the ‘lay of the land’ and how
best to negotiate through it.
In support of this proposed
colour coding of the zones,
colour-coded “mileposts” would
be incorporated into the village
signage system (Figure 4.6),
placed at half-kilometer
Figure 4.6
intervals along the Sea-to-Sky
Highway within Whistler’s
boundaries. These mileposts
would serve to reinforce to
notion of the colour- coded
zones, and assist way finding in
and through those zones.
Figure 4.7
To further reinforce the colourcoded zones, existing
informational signage and
street-name signage within
Whistler should be retrofitted
with ‘add-on’ frames or finials
that denote the colour of the
zone within which they reside
(Figure 4.7).
This self-directed mapping that clearly indicates “where you are, where you wish
to go and how to get there” serves as a simple, yet comprehensive resource for
visitors.
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Although colour coding is arbitrary and subject to a subsequent design assignment
by communications graphics specialists, the palette should consist of bold and
luminous colours so that they are visually dominant in all weather conditions.
While the ‘You Are Here Whistler’ boards would be well lit for nighttime use,
phosphorescent properties might be incorporated with some of the other signage
devices to allow for their visual recognition during darkness. The colours portrayed
in this report are not meant to represent the appropriate colour assignments.
As referenced earlier in this report, the Ministry of Transportation (MOT) is
currently developing Context Sensitive Design Guidelines for the Sea-to-Sky
Highway upgrading project in an attempt to make the driving experience more
informational. Part of that
Figure 4.8
program is the possible
development of a coordinated
program for the character of
informational/directional
highway signage (Figure 4.8).
As these re-designed signs will
look substantially better than
their current counterparts, and
with an eye to aesthetic
consistency, it should be
possible to approach MOT and
coordinate the ‘look’ of ‘in-resort’ signage along the highway within the
boundaries of the RMOW.
4.3.8
Whistler Area and Opportunity to Intercept Visitors to Provide
Orientation Information
Approximately 1,845,000 non-residents travel the Sea-To-Sky corridor annually.
This represents approximately 547,000 automobile trips on the Highway. A further
26% of non-residents traveling the corridor do so by bus. Non-resident traffic
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represents only 17% of Sea-to-Sky corridor traffic, with 70% of resident traffic
traveling for recreation purposes.
The sense of “arrival in Whistler” is not impressive. Whistler’s linear layout and
the considerable distance of travel along the Highway between the visitor’s first
encounter with development and the eventual arrival at Whistler’s main destination
points detracts from an impressive sense of arrival. Anecdotal evidence suggests
that many of those who arrive by private or rental vehicle for the first time are
clearly disappointed when they mistake Function Junction or Creekside for the
main Whistler village. Once they do arrive in the main village area, their
impression changes and the quality of development combined with the setting
literally awes most first-time visitors.
Moreover, visitors unfamiliar with the area, and without clear directions on how to
find their ultimate destination point, often encounter difficulties for a number of
reasons, not the least of which is the fact that the village itself is a pedestrian
village for the most part and way-finding is partly accomplished underground in
parking garages while still in a vehicle. Orientation information hasn’t typically
been available at an obvious prior arrival point.
Recommended Solution 1: Establish a Whistler Visitor Welcome and
Information Centre at Function Junction
A Whistler Visitor Information Centre operated by the Chamber of Commerce,
was historically located at Creekside close to the Highway at Lake Placid Road,
well in advance of the arrival point at the main village. However, the site was not
prominent and was somewhat obscure to passing Highway traffic. The building‘s
setting and its architectural character were also less than impressive. Creekside is
also at least four kilometers beyond the first obvious arrival point in Whistler, and
by the time visitors reach this point, they can be confused about way finding and
often mistake Creekside for the main village.
The recent decision to re-locate the building to Function Junction in an attempt to
intercept visitors at their entry to the Whistler resort is a good one. The Ministry of
Transportation is currently considering installation of a roundabout on the Sea-toSky Highway at Function Junction, as part of the Highway upgrading. Peak hour
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traffic volumes for vehicles entering Whistler at Function Junction during the
winter afternoon peak hour are 369 vehicles and 503 for the summer afternoon
peak hour.
The northeast corner of this intersection of Highway 99 and Cheakamus Lake
Road is a prominent and easily accessible location and the roundabout would
facilitate both a traffic calming at the intersection and easier transition for vehicles
entering and leaving the Welcome Centre parking lot. This location poses a
challenge with potential odor from the nearby waste water treatment facility.
Hence, other locations South of Function Junction, such as at the Callaghan Valley
Road entrance, may also be suitable. Further analysis is required of these locations
since site-servicing may be a challenge.
A Welcome and Visitor Information Centre should fulfill the following objectives:
• Provide a strong sense of arrival in the resort;
• Provide orientation and way-finding assistance to visitors;
• Provide information to visitors about attractions, events, accommodation and
activities;
• Contribute positively to the complete visitor experience, both during and after
the visit.
Programming in a Whistler Welcome and Visitor Information Centre should focus
on the following functions:
• Providing visitor information and orientation;
• Facilitating point-of-sale (POS) purchases for activities and events;
• Assist with certain accommodation functions such as:
~ Bookings through central reservations;
~ Access to a current database of property managers matched with the rental
condo units they manage; and,
April 2003
68
~ Provide key pick up/drop off facilities for rental condo units.
Figure 4.9
Modifications to the exterior of the log structure are
proposed to reflect the architecture character
established so strongly in the Village.
Visibility of the Welcome Centre can be reinforced
with a strong branding conveyed through a creative
visual identity program in the form of signage and
logos associated with the Centre. The
recommended brand is in the form of the name
‘You Are Here Whistler’ in a logotype using the
colours of the Whistler zones, combined with a
directional arrow graphic (Figure 4.9).
The ‘You Are Here’ phrase is a recognized
standard when pinpointing one’s location on
directory maps. Further, it is equated with a sense of arrival, as in ‘Are you there,
yet?’ The answer: ‘You Are Here!’ The name is current, catchy, memorable,
recognizable and registerable as a trademark, as in ‘You Are Here Whistler®’. This
branding would cover all locations of Welcome Centres and information kiosks in
Whistler and should be carried consistently as the brand for Whistler visitor
information infrastructure outside Whistler, such as at YVR.
This is simply a recommendation for a branding concept. However, a branding
exercise should be undertaken as part of the implementation of the Strategy to
define an appropriate branded graphic identity.
Recommended Solution 2: Establish a Whistler North Welcome Presence
The need exists in the north portion of the
Figure 4.10
Whistler area for a visitor welcome
presence and for orientation information
for visitors arriving in a southbound
69
direction. It is recommended that a ‘pullout’ location off the southbound traffic
lane be established near the southern end of Green Lake. Since traffic arriving
from this direction is minimal, this facility needs to consist of nothing more than a
large scale, well-lit ‘You Are Here Whistler’ Map/Signboard (Figure 4.10).
This signboard would have information that assists with orientation using the
colour-coded zones. It would also point to POS opportunities and direct visitors to
further information at the other two Welcome and Information Centres.
Future Option — Expanded Whistler Visitor Welcome and Information
Centre at Function Junction
While the existing log cabin building at Function Junction may be sufficient to
fulfill the functions outlined as a visitor welcome and information centre at a key
intercept point, a larger facility, specifically designed to showcase all that Whistler
has to offer might be considered as a future project. Such a facility could be
designed to take advantage of the dramatic natural setting and the stunning
architectural character of the area, acting as a powerful icon in attracting visitors to
stop.
A facility of this magnitude should be capable of accommodating facilities for
multi-media presentations and physical displays designed to enhance the Whistler
orientation experience for visitors, providing interactive means to learn about local
way-finding and promote local attractions, events and services.
It could be developed to also showcase the plans for the development of a
successful Vancouver Whistler 2010 Olympic Bid. While it is difficult to speculate
on what the pieces of a larger, possibly shared facility might entail a building
program of a 5,000 sq. ft. facility, a size capable of providing the critical mass
required to present a ‘quality visitor experience’.
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4.3.9
Whistler Village Area and Need to Better Organize Inter-modal
Transportation Terminating in the Village
Historically, Gateway Loop has served as the Village’s main inter-modal
transportation focal point. Many guests arriving by bus, whether scheduled or
chartered carrier, are dropped off at the Loop. Taxis also pick-up and drop-off at
the Loop and an adjacent local transit bus stop makes the area a focal point for
transit users.
Given its strategic location near the entrance to the Village and its physical
connection to the Village Square, the Gateway Loop has become a focal point for
drop-offs and pick-ups by private vehicles as well.
A recent decision by the Chamber of Commerce to locate its main offices and a
Visitor Information Centre in the newly constructed Gatehouse will attract both
pedestrians and guests arriving by vehicle to the area in order to obtain visitor
information.
However, Gateway Loop has a number of constraints and limitations that give rise
to additional gaps, some of which may be addressed and others which may require
further study and analysis to determine the best way of addressing them. These can
be summarized as follows:
a) Physical Limitation and Geographic Location
The location of Gateway Loop and the mature vegetation that has grown up in the
centre of the Loop visually obscures the area from arriving vehicular traffic. The
traffic patterns for access and egress also limit the flow of arriving vehicular
traffic. Moreover, the orientation of the Loop itself results in a “back-door”
impression of arrival, even though improvements will be made with the opening of
the Gatehouse and the new entrance facilities for the Blackcomb Lodge.
Improvements, which will enhance the sense of visual appeal, are also proposed
for the breezeway connecting the Loop to the Village Square. The physical area of
the Loop is constrained by surrounding development and roads, limiting the
71
amount of available land for future improvements that might be required to
properly accommodate the number of inter-modal users.
Given the constraints on the current site and its location, alternate locations might
be explored for relocation of Whistler’s main inter-modal transportation facility as
well as for locating a welcome and visitor information centre.
b) Traffic Conflicts and Lack of Logistical Organization
Gateway Loop serves a number of transportation users and has always acted as a
de-facto inter-modal transportation centre. Scheduled inter-city Greyhound buses
drop-off and pick-up passengers at the Loop, many of whom are switching from
other forms of transportation, be they hotel shuttle vans, taxis, private vehicles or
transit buses, all of which converge at our near the Loop. Perimeter Transportation
operates a scheduled bus service between YVR and Whistler and contends that
they rarely use the Loop as a drop-off point, preferring instead to deliver guests to
the ultimate arrival destination in Whistler. However, they do use the Loop as an
assembly point for departing passengers, making the inter-modal change between a
local pick-up van and the departing inter-city scheduled buses. Many charter buses
also use the Loop as a pick-up and drop-off point. Whistler Taxi also uses the Loop
as a main pick-up point for pedestrians. Many private vehicles also use the Loop as
a pick-up and drop-off point.
The current configuration of the Loop, with its limited parking and restrictive
traffic flow, limits its effectiveness as a central focal point for welcoming visitors.
The fact that it lacks any weather protection for waiting passengers also limits its
functionality as a multi-modal transportation terminal.
With the increasing number of Whistler visitors and the physical constraints
continuing to encroach on the Loop with surrounding development, traffic
congestion in and around the Loop has become a problem. The Loop also lacks
any formal organization in terms of regulating access and controlling real-time
traffic flow.
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c) Restrictions on Visitor Information Centre
The Whistler Chamber of Commerce, which has traditionally been responsible for
providing visitor information in Whistler, has recently made arrangements to
locate a Visitor Information Centre on the main floor of the new Gatehouse
building, currently nearing completion adjacent to Gateway Loop. This building
will serve as the new prominent entrance to the Blackcomb Lodge. Plans for this
visitor information centre recognize that visitors need information not just at their
initial point of arrival, but they also look for information on attractions, activities,
services and way finding once they have settled at their planned destination. Given
that the village remains a focal point within Whistler for visitors, a visitor
information centre within the village area will help to meet these needs,
supplementing the welcome and information functions that might be fulfilled at a
visit welcome and information centre at Function Junction. However, given the
nature of the uses permitted under the lease arrangements that the Chamber has
entered into for the Gatehouse space, the Chamber will not be permitted to make
accommodation bookings for visitors or sell activities from this location. This
restriction will severely limit the role of the Chamber in meeting visitor needs and
is further complicated by the fact that the Activities Booking Centre traditionally
operated by Tourism Whistler in the Conference Centre lobby has closed due to
the renovations of the Conference Centre. Therefore, there is no agency selling
activities and booking accommodation for tourists in the Village area.
The location of the Gatehouse Visitor Information Centre adjacent to the Gateway
Loop will likely result in an increase in private vehicle traffic in and out of the
Loop, as visitors stop to obtain information at the Centre. This will contribute to
traffic congestion in the Loop and, given the limited amount of public parking, it
may lead to difficulties in conveniently meeting the needs of arriving visitors.
Recommended Solution 1: Conduct a current use analysis and needs
assessment concerning the functions fulfilled at Gateway Loop
The Gateway Loop has historically served as a multi-modal transportation terminus
for Whistler. Facilities at the Loop have evolved over time and in response to local
growth. When the Loop was first established in its current location, the Village
consisted of little more than the main Village Square and the Loop was located in a
fairly strategic location. Since then, Whistler has physically expanded in various
73
directions. Demand due to the growth in the visitor market has put additional new
pressures on the Loop. Meanwhile, transportation functions have also evolved over
time. Given all of these factors, the role of the Gateway Loop should be re-assessed.
The re-assessment should include a detailed survey of its uses and their volumes. A
regular or ongoing monitoring of uses over time might help to assess whether or not
the current location of the Loop best meets the needs of all users. Users, including
visitors, should also be surveyed to determine their actual needs.
Type of Solution: Infrastructure/Policy
Recommended Solution 2: Explore possibility of re-negotiating lease terms for
Gatehouse to remove restrictions
The Gatehouse visitor information centre, to be operated by the Chamber of
Commerce, will likely become the central visitor information location in the
Village. The void created with the loss of Tourism Whistler’s Activities’ Centre at
the Conference Centre should be filled at the same location , to which tourists are
attracted for visitor information. The Gatehouse location would allow all visitor
information and service functions to be centralize at one location accessible to
those in the Village. Therefore, we recommend that efforts be made to renegotiate
the terms of the lease for this space to permit POS activities, such as activities sales
and accommodation booking.
Recommended Solution 3: Establish a marshalling system to control the
movement of vehicles in and out of the Gateway Loop
Currently, a number of users compete for space within Gateway Loop at various
times of the day and this demand tends to fluctuate depending on the season. With
the addition of the Gatehouse Visitor Information Centre, the Gateway Loop will
likely attract more private vehicles stopping to pick up information. Already, at
peak periods there is congestion in and around the Loop and the potential for
increased traffic conflicts exists.
One way of alleviating congestion and providing some order for the use of the
Loop is to organize a marshalling system, giving priority to certain vehicles based
April 2003
74
on pre-arrangements and possibly holding vehicles at a remote location for
movement on a priority basis into and out of the Loop.
We suggest the users be consulted on the feasibility of developing such a
marshalling system and that traffic engineering advice be sought if it is determined
that this is feasible.
In the interim, we recommend introducing on-site traffic management at peak
periods to improve the flow of vehicles in and out of the Loop. This could be as
simple as staffing the site with a traffic director.
Type of Solution: Infrastructure/Policy/People
Recommended Solution 4: Village Hosts welcome guests at the Loop
Given the prominence of the Gateway Loop as an arrival area and the added
prominence that will come with the opening of the Gatehouse, we recommend that
the Village Hosts (further details are provided in 4.4.1) be directed to be on-site at
peak periods at the Gateway Loop, directing arriving and departing passengers,
point them to visitor information sources and providing way finding assistance.
Type of Solution: People
Recommended Solution 5: Provide shelter for waiting passengers
So long as the Gateway Loop continues to function as an inter-modal
transportation centre, adequate shelter for passengers is required. We recommend
that this shelter be considered as part of the planning for the enhanced breezeway
portal and that it consist of a heated in-door area with washroom facilities. A needs
assessment should be conducted before designing the facility in order to ensure
that the size and functions of the facility meet the current needs.
4.3.10 Arriving in Whistler — Confusion with Multiple Property
Managers for Condo Rentals and Lack of Common Check-In
Facility
Anecdotal evidence points to a growing problem that results from multiple
property managers managing individual rental units that are available as vacation
75
rentals. Often, multiple property managers manage individual units in the same
building or complex and many are not represented in the building or complex with
check-in facilities. Visitors can be confused when they arrive at a property and see
check-in or management facilities on-site, only to be informed that the property
manager operating those facilities is not representing the particular unit the visitor
has booked. Visitors are often forced to track down property managers at remote
locations or wait for them to arrive at the property to provide keys. Incomplete or
inaccurate information obtained by the visitor at the time of the booking often
leads to further confusion, either in finding the accommodation or locating the
property manager. Arriving after normal business hours can cause further
frustration, especially when the property manager is operating with limited staff
resources or is distant from the property.
Given the competitive entrepreneurial nature of the Whistler property management
industry and the many variables that exist in the way individual property managers
operate, solutions for this identified problem need to be simple, minimally
interventionist and low-cost. Participation by property managers should be
optional but provide a clear value-added to the property managers so that the
incentive will motivate them to use the service. Convenience and flexibility are
also the keys to providing a quality service experience for the visitor. Visitors
should be able to quickly find easy-tounderstand information on way-finding to
their rental unit, instructions on check-in procedures and they should be able to
pick-up the keys that will give them easy and immediate access to the unit upon
their arrival.
Recommended Solution 1: Establish a Self-Serve Condo Check-In and Key
Pick-Up/Drop-Off
The solution that might best meet all of these objectives is an automated self-serve
solution that would consist of one or two centralized, highly visible and accessible
locations where arriving visitors are able to find and quickly access a lock-box
containing the keys to their rental unit and where they will be able to access, on a
self-serve basis 24/7 information, including way-finding instructions that assist
with locating the unit and contact information for the property manager managing
the particular unit.
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We suggest these automated facilities could be established at the Function Junction
Whistler Visitor Welcome and Information Centre. A second location might also
be established at or near the Gatehouse Information Centre. Prior to any decision
being made on the location of such facilities, the Whistler property management
industry should be consulted.
The facilities would consist of a bank of postal-box type lock-ups accessed with a
key-punch combination and a self-serve kiosk with computer access to a central
data base, all accessible from the outside of the building in a covered area.
If the visitor wasn’t provided with an access code at the time of booking, they could
enter the address of the property and certain personal details to be able to obtain the
access code and open the lock-up where the property manager would have deposited
the keys. The database would also contain information, such as way-finding
directions to the unit and contact information for the property manager. The database
could also perform interactive functions, where the visitor could “check-in”,
providing the property manager with real-time confirmation of the visitors’ arrival.
Key drop-off and checkout could also be accommodated, using a procedure similar
to a reverse process of the check-in. Maintenance of these facilities would be
minimal and the facilities could be self-sustaining, with a user fee charged to the
property manager.
Recommended Solution 2: Establish a Full-service Condo Check-In and Key
Pick-Up/Drop-Off
Depending on the outcome of direct consultations with the Whistler property
management industry, a further value-added might be provided to both the industry
and the visitor market by providing a staffed, full-service condo check-in and key
pick-up/drop-off facility. Staffing would allow a more comprehensive range of
services to be provided to visitors and it might also address the specific operational
needs of industry participants.
77
A staffed, full-service facility could be considered as an additional function for a
Visitor Information Centre operation either at the Gatehouse or at Function
Junction.
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4.4 Gaps, Opportunities and Solutions — The Experience
4.4.1
Difficulty Obtaining Way-Finding Assistance in the Village
Whistler Village has evolved into a vital and interesting pedestrian village, with a
welcoming blend of public and private spaces and layers of social interaction
unfolding in a myriad of gateways, pedestrian corridors, plazas and squares,
creating journeys of anticipation and discovery. Strolling through the Village is a
popular activity during all seasons. Way finding can be a pleasing adventure, with
a number of landmarks identifying location as the journey progresses. However,
those who are more determined to get from one point to another can be frustrated,
either not being familiar with way-finding landmarks or not being able to easily
find assistance to point them in the proper direction.
Personal assistance in way finding is usually easily found in the form of the helpful
retail clerk, hotel staff member or restaurant waiter who is willing to point the way.
However, pedestrians who are unfamiliar with the village layout and in a hurry to
make their way through the village to a pre-determined destination often have no
one obviously to turn to for assistance. On the mountains, on the other hand,
volunteer Mountain Hosts supplement Whistler Blackcomb’s highly serviceoriented staff in providing personalized assistance to skiers and boarders who are
looking for way-finding advice or other general information. Nothing similar exists
in the Village at this time.
Recommended Solution 1: Establish a Volunteer ‘Village Host” Program
It is recommended that a volunteer “Village Host” program be developed where
community volunteers can be recruited, trained and dispatched to ‘roam the
village’ during peak periods in both of the high seasons, offering way-finding
assistance and providing general visitor information on request. Attired in highly
recognizable apparel, the Hosts would act as ambassadors for the Whistler tourism
community and provide a “face” for the industry. Incentives could be offered to
volunteers to motivate them, using premiums available from the local tourism
industry.
Type of Solution: People
79
Recommended Solution 2: Incorporate Way-Finding Assistance Training into
Existing and Future Employee Training Programs
All service industry employees in Whistler are, in effect, ambassadors for the
Whistler resort. These front-line people are often the only personal point of contact
visitors have during their stay in Whistler. Employees are often approached by
visitors to assist with way finding in the Village or to provide information about
events and attractions. It is important that all employees have a basic knowledge
base so that they are able to respond in an informed and helpful way to the
inquiries of tourists.
Recommendations were made in the October 2001 Final Report of the Whistler
Chamber of Commerce’s Service Experience Committee to establish a Whistler
Service Certificate training program as the key to providing Whistler with a
“sustainable competitive advantage where a sense of community pride is expressed
through meeting and exceeding customer expectations”. A common training model
for front line staff is essential to achieving this objective. A training program of
this kind will supplement and support this Whistler Welcome Strategy and it is
recommended that one of the components of such a program be specific training to
assist visitors with way finding and orientation.
Type of Solution: People/Policy
Recommended Solution 3:
Expansion of Freestanding
Information Kiosks in Village
Currently, the Chamber of
Commerce operates
freestanding, staffed visitor
information kiosks within the
Village. This program should be
continued and expanded beyond
the current locations to include a
kiosk at Whistler Creek and the
Upper Village. In order to
reinforce the consistency in
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Figure 4.11
branding of Whistler visitor information, these freestanding kiosks could be
designed to reflect the character established with the Whistler Visitor Welcome
and Information Centre at Gateway Loop and with the signage program.
Most of the locations of these kiosks might lack access to utility services, perhaps
limiting their function to information dispersal. However, with new “wireless”
technologies, POS functions might be added in the near future.
4.4.2
Lack of General Orientation Information on Whistler Resort TV
Whistler Resort TV operates a one-hour, full-motion video loop broadcasting on
Whistler Cable’s Channel 2, providing advertorial information to visitors who tune
in. The estimated number of daily viewing occasions is approximately 40,000, as
visitors tune to the channel for information on activities, shopping, dining, and
recreation. The programming loop is divided into five segments as a means of
providing information on what’s available in the resort.
Currently, there is no introductory segment that orients visitors about the layout of
Whistler, provides information on way finding or directs them to visitor
information.
Recommended Solution: Add a General Whistler Visitor Welcome and
Orientation Segment to the Whistler Resort TV Advertorial Loop
It is recommended that a general Whistler visitor welcome and orientation segment
be added to the Whistler Resort TV advertorial loop. This segment, no more than
three minutes in length, should run as the first segment in the loop and would
welcome visitors to Whistler and include information describing resort orientation
using the colour-coded system, describing the Village Host program and directing
visitors to the various locations for further information. The capability for viewer
interactivity might, in the future, permit a viewer to skip the welcome and
orientation segment or select it for repeat viewing.
Type of Solution: Information
81
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82
5.4
4.2.1
4.2.2
4.2.3
4.3.1
4.3.2
IMMEDIATE/SHORT-TERM
AND INTERIM
IMPLEMENTATION
LOCATION ON
VISITOR EXPERIENCE
CONTINUUM
SALE – Pre-departure
information
gathering/orientation
information
information
ARRIVAL – transportation
from departure point
GAP
Lack of up-front information
available to the visitor
RECOMMENDED
SOLUTION
Develop a “You Are Here
Whistler” Guide
TYPE OF SOLUTION
RECOMMENDED
CHAMPION
Information/Policy
Tourism Whistler
Lack of consistent and accurate
driving directions for getting to
Whistler
Lack of common brand
identification for Whistler visitor
information
Develop a standardized set of
driving directions
Information/Policy
Develop a common branding
for visitor information
Policy
Tourism Whistler
Lack of data on Whistler visitors
and their modes of travel
Lack of Whistler presence at YVR
Conduct a visitor survey and
keep the data up-to-date
Option 3 – Establish two
free-standing Whistler Visitor
Welcome & Information
Automated Kiosk at YVR
Information/Policy
Tourism Whistler
Infrastructure
Tourism Whistler
4.3.3
Lack of choice in public ground
transportation from YVR
4.3.5
Lack of continuity in driving
directions on highways through
Vancouver
Initiate discussions with YVR
and Motor Carrier
Commission to explore
increased competition in
service
Increased highway signage to
fill existing gaps
Tourism Whistler
BUDGET
ESTIMATE *
$84,000
$8,500
$48,000
$47,000 capital
$11,200 annual
operating cost
Policy
RMOW/Tourism
Whistler
Infrastructure
Tourism Whistler/
RMOW
TIMELINE
Complete for
release for Summer
2003
Complete for end
of winter 2002/03
season
Complete for
release for Summer
2003
Immediate and
ongoing
Start negotiations
with YVR with
target to complete
February 2003
Opening to
coincide with
YVR’s planned
renovations of
International
Arrivals Lobby
Begin negotiations
with MCC and
YVR immediately.
Begin negotiations
with MOT
immediately.
Attempt to link
these requests to
Sea-to-Sky
Highway
upgrading project.
4.3.6
Lack of clear Whistler directions
at Hwy 99/ Hwy 1 Junction at
Horseshoe Bay
Extend existing Horseshoe
Bay Ferry Terminal marquee
signage across the Sea-to-Sky
Highway entrance
Infrastructure
Tourism Whistler/
RMOW
4.3.7
ARRIVAL – arriving in
Whistler
RMOW/Tourism
Whistler
Whistler
Colour-coding of Whistler
zones with coordinated
informational and wayfinding signage
Solution 1
Establish a Whistler Visitor
Welcome and Information
Centre at Function Junction
Infrastructure
4.3.8
Lack of formal sense of arrival in
the Whistler area and lack of
way-finding to main destination
areas in the valley
the Whistler area and
opportunity to intercept visitors
to provide orientation
information
Infrastructure
Chamber of
Commerce/Tourism
Whistler
4.3.8
Whistler
Solution 2
Establish a Whistler North
Welcome Presence
Infrastructure
Chamber of
Commerce/Tourism
Whistler
4.3.9
Whistler
Solution 1
Conduct a current use
analysis and needs assessment
of Gateway Loop
Policy/Infrastructure
RMOW
4.3.9
Whistler
Solution 2
Explore possibility of renegotiating lease terms for
Gatehouse
Chamber of
Commerce/Tourism
Whistler
Immediate
4.3.9
Whistler
information
the Whistler Village area and
need to better organize intermodal transportation terminating
in the Village
Lack of opportunity for
activities/accommodation sales
in the Village area to respond to
visitor needs due to restrictive
lease for Visitor Info Centre at
Gatehouse
Lack of logistical organization
and physical constraints causing
traffic conflicts and congestion in
Gateway Loop
RMOW
Immediate
4.3.9
Whistler
Solution 3
Establish a marshalling
system to control movement
of vehicles in/out of Gateway
Loop
Solution 4
Station Village Hosts in
Gateway Loop to welcome
guests
People/Policy
RMOW/Chamber of
Commerce/
Tourism Whistler
the Whistler Village area and
need to better organize intermodal transportation terminating
in the Village
Begin negotiations
with MOT
immediately. Link
requests to Sea-toSky Highway
upgrading project.
$107,000
+/- $50,000 for
new signage and
to modify
existing log cabin
for design
continuity
$10,000
Complete
installation for start
of 2003 winter
season
Open for Summer
2003
Complete for
Summer 2003
Season
Conduct during
2002/2000 Winter
Season and 2003
Summer Season
Summer 2003
4.3.9
Whistler
4.3.10
Whistler
4.4.1
THE EXPERIENCE – Moving
around the Village
Solution 5
Conduct a needs assessment
among users of the Loop and
plan and design an in-door
bus shelter
Confusion with multiple property Establish a self-serve condo
managers and lack of common
check-in and key pickcheck-in facilities
up/drop-off
Lack of shelter for bus passengers
waiting at Gateway Loop
Difficulty obtaining way-finding
assistance in the Village
Solution 1
Establish a volunteer ‘Village
Host’ program
Infrastructure
RMOW
Needs assessment
and preliminary
design completed
by end of Summer
2003
Complete for
2003/2004 Winter
Season
Infrastructure
People
$60,000 start-up
cost
Start-up for
2003/2004 Winter
Season
$14,500 annual
operating cost
4.4.1
around the Village
4.4.2
around the Village
Lack of general orientation
information on Whistler Resort
TV
5.5
4.3.2
4.3.2
Solution 2
Incorporate way-finding
assistance training into
existing and future employee
training programs
Add a general Whistler
welcome and orientation
segment to Whistler Resort TV
advertorial loop
People/Policy
Immediate
Information
Immediate
LONG-TERM
IMPLEMENTATION
LOCATION ON
VISITOR EXPERIENCE
CONTINUUM
ARRIVAL – transit from
departure point
GAP
RECOMMENDED
SOLUTION
Option 1 – Establish a freestanding staffed Whistler
Visitor Welcome and
Information Centre at YVR
Option 2 – Co-share with
Tourism Vancouver’s Visitor
Information Centres at YVR
TYPE OF SOLUTION
RECOMMENDED
CHAMPION
Infrastructure/People/Information
BUDGET
ESTIMATE *
TIMELINE
Tourism Whistler
Future
consideration
Tourism Whistler
Future
consideration
4.3.4
4.3.8
4.4.1
ARRIVAL – transit from
departure point
Lack of Whistler presence at inroute Visitor Info Centres
Whistler
information
around the Village
Co-share with Tourism
Vancouver’s Visitor
Information Centres at Peace
Arch Border Crossing and
Downtown Vancouver
Replace log cabin at Function
Junction with an expanded
Whistler Visitor Welcome and
Information Centre
Expand free-standing
information kiosks in village
* Budget figures are provided as preliminary order-of-magnitude estimates only. Full cost accounting and detailed construction
estimating have not been undertaken at this stage.
Future
consideration
$1,200,000 +
Future
consideration
$290,000
Future
consideration
Tourism Whistler
/RMOW
+ estimate based on 5,000 s.f. facility
5. The Challenges of Implementation
The context of implementing the solutions and enhancements noted in the previous
section fall into the four over-riding categories of people, policy, information and
infrastructure. These categories occur in the three stages of the visitor’s
experience: the sale, the arrival and the experience.
The implementation of the solutions and enhancements fall into immediate/shortterm and longer term. The immediate/short-term solutions are planned to be the
most achievable with the current funding, structures and personnel available. Some
of the immediate/short-term solutions require a good deal of cooperation and
coordination with Whistler businesses and associations.
In this section, we present a summary of actions and initiatives that are the
solutions and enhancements recommended in the previous section. Recommended
timeframes, budgets and responsibilities are noted. These implementation
recommendations are presented to stimulate discussion and encourage the key
Whistler stakeholders to begin considering and incorporating them in short order.
The timeframes, budgets and responsibilities will require discussion. These are
preliminary recommendations and estimates. Each solution and enhancement will
require additional detail work to be successfully implemented. As the initiatives
are implemented, we encourage two considerations for each:
1. Entrepreneurial element — are there ways that there can be some cost recovery
for each initiative?
2. Monitor for effect — how can each solution be continually monitored for
effectiveness?
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84
5.1 Needed: A Driving Force
According to our research, there are two organizations that are clear leaders in two
of the three stages of the Whistler experience: Tourism Whistler for “the sale”, and
the Chamber of Commerce for a significant part of “the arrival”. Everyone
interacting with tourists in Whistler play a role in “the experience” stage, with no
clear leader, which is understandable, given the diverse entrepreneurial nature of
the tourism business that has developed in Whistler. (Figure 5.1)
It was unanimously recognized that Tourism Whistler is exceptionally successful
in marketing Whistler. They have the people, the budget and the expertise to do
this — and the results of their work prove this to be true.
Opinion leaders and those who attended the stakeholder workshop generally
agreed that there is a need to enhance the second stage — the arrival — with
clearer and more visible information, in the places the visitor needed and wanted it.
The need to provide more information about the total services and products
available to the visitor was also noted. It was noted that while the Chamber of
Commerce leads in this endeavour, they do not have the mandate, the manpower,
nor the budget to drive this arrival stage to ensure it fulfills the visitors’ needs. It
was also recognized that some individual businesses, such as Whistler/Blackcomb,
excel in service delivery and customer satisfaction in this and other areas.
The third stage — the Whistler experience — was identified as everyone’s
responsibility. But it is also recognized that this is a flawed observation in that this
does not provide for a service consistency. Nor does it allow for the Whistler
visitor to know where to go, or to whom to turn, to enhance his visit.
We agree with the recommendations made in the stakeholders’ workshop that
suggested that Tourism Whistler could serve as the driving force for all three
stages, as long as the Chamber of Commerce was attached to the arrival and the
experience stages to help deliver the product in both stages.
Taking this approach makes sense from the standpoint of Tourism Whistler
knowing who the visitor is and what they want. The Chamber of Commerce, made
85
up of many of the Whistler businesses, understands service and product delivery,
as do their members.
If Whistler is to survive in the increasingly competitive international resort
business, the community must enhance service and product delivery. The resort
cannot accomplish this without an organization driving the coordination of
information and services. And it cannot be done without the cooperation of the
local businesses. The ultimate beneficiary of this more coordinated drive for
improvement is the visitor. And if the visitor benefits, so does Whistler.
Therefore, a coordination system and policy process will need to be established to
implement these key responsibilities. Financing will need to be a part of this. We
believe a simple business model can be developed between Tourism Whistler, the
Resort Municipality of Whistler and the Chamber of Commerce, based on the
functions and management systems already in place.
April 2003
86
Figure 5.1
SELLING WHISTLER
Key Responsibility: TOURISM WHISTLER
Other Players:
MAKING THE DECISION
TO VISIT WHISTLER
• Individual tourism businesses
• Whistler Blackcomb/Intrawest
• Travel wholesalers
l
WELCOMING THE VISITOR
GETTING TO
WHISTLER
ARRIVING IN
WHISTLER
Key Responsibility: NO ONE
(options? – leadership?)
Other Players:
GAP
FINDING WAY
AROUND WHISTLER
FINDING CONSISTENT
VISITOR INFORMATION
DELIVERING THE PRODUCT
EXPERIENCING
WHISTLER
• Chamber of Commerce
• Individual tourism businesses
• Whistler Blackcomb/Intrawest
• Hotels
Key Responsibility: EVERYONE
(options? – leadership?)
5.2 Needed: Funding
We did not deal with sourcing funds for the solutions and enhancements
recommended in this and the previous section.
Funding sources should be a consideration. To some extent, some funding could be
available by adding a commercial element to such initiatives as The Whistler When You Are Here booklet, mapping, sign sponsorships and the like.
The cost of highway signs may need to be borne at least in part by Whistler. Some
of the costs should definitely be covered by the province, considering the positive
impact on the provincial GDP Whistler provides (10.9% of total tourism revenue
to B.C. — KPMG, Economic Impact of the Whistler Resort, January 24, 2002).
Some funding may well come from the permission to licence the common brand
we are recommending for each user, in order to cover the costs of monitoring the
consistent quality service to visitors.
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April 2003
88
5.3 Needed: Ongoing Visitor Service Quality Analysis
As previously noted, there is a lack of overall customer feedback about the arrival
and orientation parts, and the whole, Whistler experience. There is some
quantitative and qualitative data that has been accumulated by Tourism Whistler
and by individual businesses, but nothing that tracks overall customer opinions and
suggestions with regard to the arrival experience.
This is a critical gap that needs serious consideration for filling if Whistler is to
continue to improve its visitor service delivery at the arrival and orientation stage.
Our recommendations for improving information, infrastructure, policies and
people must be based on professional customer surveys to ensure that Whistler is
meeting their needs. And ongoing surveys will monitor the success/effectiveness
of existing and new services — and can seek suggestions for improvement.
Customer surveys are just good marketing and common sense and will validate —
or not — the success of the Whistler visitor services. Disney tracks program usage
with their FASTPASS® card, Whistler/Blackcomb tracks their customer
satisfaction with ongoing surveying.
New and ongoing customer surveys might even generate more income over time as
programs are revamped, dropped or created, encouraging the Whistler visitor to
spend more dollars and return to Whistler time after time.
89
Appendices
Appendix 1: Past Studies and Reports
• Final Report of Service Experience Committee — October 2001 — “Service
Improvement in Whistler” 2000–2001
• Welcome Strategy Whistler 2000 — Discussion Paper — Whistler Chamber of
Commerce — November 2000
• Whistler Comprehensive Transportation Strategy — Summary Report and Phase
2 Report
• Site Concept Definition Working Paper for Proposed Intermodal Transportation
Centre — November 1999
• Whistler 2002 — RMOW Vision Document
• 2002 Whistler Skier Transportation Mode Survey
• Whistler Transportation Center Discussion Paper — November 25, 1997
• Economic Impact of the Whistler Resort — Final Report — January 2002 by
KPMG for One Whistler/Tourism Whistler
• Whistler Village Pedestrian Way finding Program and Conceptual Sign Design
• Whistler Resort Community Monitoring Report 2000 — RMOW
• Summer 2000 Visitor Survey — Tourism Whistler
• Winter Skier/Snowboarder Survey 2000/2001 — Tourism Whistler
91
Appendices
April 2003
92
Appendices
Appendix 2: Opinion Leader Interview Subjects
• Barrett Fisher
Tourism Whistler
• Myron Keehn
Vancouver International Airport Authority
• Laura Wright
• Barbara Maloney
• David Davenport
Whistler Crests
• Gary Kiefer
Perimeter Transportation
• Bob McPherson
Resort Municipality of Whistler
• Mike Duggan
Pan Pacific Lodge
• Terry Wright
2010 Vancouver Bid Corporation
• Hugh O’Reilly
Mayor — Resort Municipality of Whistler
• Brent Leigh
• Doug Forseth
Whistler Blackcomb
• Bill Murray
Whistler Connection Tour and Travel Services Ltd.
• Patrick McCurdy
ResortQuest International Whistler
93
Appendices
April 2003
94
Appendices
Appendix 3: Stakeholder Workshop Participants
• D. Mann
Whistler Taxi
• Grant Gibson
Whistler Taxi
• Paul Shakotko
R.M.O.W.
• Rick Browning
Blackcomb Lodge
• Craig Hollerin
Whistler Blackcomb
• Bob Adams
• Barrett Fisher
Tourism Whistler
• Diane Mombourquette
Tourism Whistler
• Gary Kiefer
Perimeter Transport
• Bill Murray
T.A.G.
• John Grills
Zeuskis
• Dave Davenport
Mountain Crests
• Karen Goodwin
Whistler Blackcomb
• Patrick McCurdy
Resort Quest International Whistler
• Rosemary Cook
Crystal Lodge
• Jim Godfrey
R.M.O.W.
• Hugh O’Reilly
Mayor of Whistler
• Brian Barnett
R.M.O.W.
95
Appendices
April 2003
96
Appendices
Appendix 4: Opinion Leader Survey Questionnaire
1) From what you know about the visitor experience in Whistler, what would you
say is the general impression most visitors are left with about their experience
arriving in Whistler, starting with their impression from the time they embark from
their place of departure and running through their travel experience (only until the
time they reach their final destination at their place of temporary residency in
Whistler)?
2) Is this visitor experience any different between winter and summer?
No / Yes ?
3) If yes, what is the difference?
4) What would you say are the barriers to a seamless transition for the Whistler
visitor, starting from the time they embark from their place of departure and
running through their travel experience only until they reach their final
destination?
5) Are there any barriers emerging or that might emerge in the future that will
affect the seamless transition and arrival experience for the Whistler visitor?
6) Can you think of any recent successes that have been achieved in improving the
Whistler arrival experience?
7) I am going to read out a number of principles or attributes that you might attach
to the tourist experience. I am going to ask you to rate on a scale of 1 to 5, (where
one is not important at all and 5 is very important) how important each principle or
attribute is in terms of remaining competitive in the tourism business.
a) Being reliable
Not Important at All
1
2
3
4
5
Very Important
3
4
5
Very Important
b) providing personalized service
1
2
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Appendices
c) delighting the tourist
1
2
3
4
5
Very Important
3
4
5
Very Important
2
3
4
5
Very Important
2
3
4
5
Very Important
d) providing an opportunity for self-service
1
2
e) providing value-added to the tourist
1
f) targeting the right customer
1
8) Now, I am going to read the same attributes or principles and ask you to give me
one example that comes to mind for each in terms of how the attribute or principle
is best exemplified in Whistler:
• being reliable
• providing personalized service
• delighting the tourist
• providing an opportunity for self-service
• providing value-added to the tourist
• targeting the right customer
9) If there were two things that you could do to improve the seamless transition
and arrival experience for the Whistler visitor what would they be?
10) What would you say are the roadblocks to improving the transition and arrival
experience for Whistler visitors? (probe: why?)
11) What do you consider as competition to Whistler as a tourism destination?
12) What is the greatest threat to Whistler’s continued competitive position as a
tourism destination?
13) Who is Whistler’s target customer?
April 2003
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Appendices
14) What is Whistler’s physical public focal point of arrival for:
• Automobiles
• Buses
• Pedestrians
15) If you were asked directions by a tourist looking to find their way around
Whistler, to which resources/features/landmarks would you point them?
16) Is there one place you consider as the arrival place for people arriving in
Whistler, when you consider all modes of transportation?
No / Yes ?
17) If yes, where and why?
18) How do tourists usually orient themselves in order to find their way around
Whistler and make their way to services, sites and attractions?
19) Is the way tourists usually orient themselves in order to find their way around
Whistler and make their way to services, sites and attractions any different
between winter and summer?
No / Yes ?
20) If yes, what is the difference?
21) When a Whistler tourist has a complaint about the following issues, who
should be contacting to do something by responding to that complaint and how
should things be changed to reduce or eliminate repeat complaints?
a) Lack of frequent bus connection between the Vancouver Airport and Whistler?
b) Difficulty finding directions to get to Whistler by private vehicle?
c) Difficulty getting skis and other baggage to Whistler when arriving at the
airport?
d) Difficulty finding directions to accommodation once they first arrive in
Whistler?
99
Appendices
e) Lack of parking for private vehicles in Whistler?
f) Difficulty finding directions to attractions/services in Whistler?
22) Thinking about when you travel as a tourist, consider the following travel
experiences and for each tell me on a scale of one to five, where one is not
important at all and five is very important, tell me how important each one is:
a) The ability to check your luggage at your point of departure and have it arrive at
your final destination point without having to handle it in transit?
1
2
3
4
5
Very Important
b) The ability to conveniently transfer by public transportation from your point of
arrival to your final destination?
1
2
3
4
5
Very Important
c) The ability to drive or be driven right to the door of the place where you will
check-in to your accommodation and to park temporarily while you check-in?
1
2
3
4
5
Very Important
d) If driving a vehicle, the ability to find parking close to your lodging place?
1
2
3
4
5
Very Important
e) The ability to find an easily understandable form of directions for walking or
driving that you can use to orient yourself and find your way to attractions and
services at your destination place?
1
2
3
4
5
Very Important
23) What is the best travel experience you want to share in terms of your arrival
and orientation at your destination?
24) What is the worst travel experience you want to share in terms of your arrival
and orientation at your destination?
25) If Whistler were to model itself on some other tourist destination in terms of
the way in which it handles the welcoming of guests, which destination would you
suggest it model itself after?
April 2003
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Appendices
26) What three organizations/entities/groups/businesses benefit the most in
Whistler from a seamless tourist arrival experience?
27) What organization(s) in Whistler does the best job of dealing with tourists and
at the same time representing the broad interests of the community?
28) Who should be responsible for the costs associated with creating a seamless
welcoming experience in Whistler for tourists?
29) Are there any other comments you wish to offer?
101
Appendices
April 2003
102

histler Welcome Strategy Final Report

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