annual report 2012

Transcription

annual report 2012

annual report
2012
TABLE of contents
03.
04.
10.
12.
22.
32.
36.
42.
48.
49.
Statement of Mission, Vision, Brand and Positioning
Presidents’ message
2012 Tourism Performance
Business Sales and Convention Services
13. Business Sales
17. Convention Services
Communications, Marketing, Media and Leisure Market
Public Relations, Research and Product Development
Finance, Administration and Human Resources
Finances, Administration et Ressources humaines
Members of the Board of Directors, Executive Committee,
Decision-Making Forum
Tourisme Montréal Partners in 2012
© Tourisme Montréal, Stéphan Poulin
our mission
•
•
•
Assume the leadership in a concentrated effort to promote the city and welcome
visitors by positioning Montréal as a premier destination for business and leisure
travel.
Create business opportunities for our members and socio-economic spin-offs for
the region.
Steer Montréal’s tourism product development to keep pace with constantly evolving
markets.
our vision
To make Montréal the premier four-season urban destination to enjoy unique experiences
in a festive atmosphere.
the montréal brand
With its intriguing mix of French and English heritages, Montréal is a European-influenced
yet distinctly North American destination: a one-of-a-kind, creative city that offers a
multitude of unforgettable experiences, where life is celebrated fully and passionately,
every single day.
positioning
Montréal is an open-hearted city inviting you to be part of an eclectic urban culture
mixed with Old World charm. Each season brings new celebrations, true to Montrealers’
creativity and joie de vivre.
presidents’ message
© Tourisme Montréal, © MTTQ, Vlan Communication
In 2012, tourists visiting Montréal, whose numbers were slightly
higher than in 2011, spent more than $2.33 billion on attractions and
establishments in the city. Throughout the year, Tourisme Montréal
and its partners worked tirelessly to maintain this interest for the
destination, in both the leisure and business tourism sectors.
The Honourable Charles Lapointe, P.C.
President and CEO, Tourisme Montréal
To this end, major efforts were made to boost the lucrative meetings
and conventions market, which is still struggling to bounce back from
the world economic crisis of the past few years. In 2012, the Tourisme
Montréal team worked twice as hard and surpassed their room night
sales objectives for future years.
The organization also achieved the objectives it set for itself as part of
its sponsorship program of international business meetings in Montréal.
The targeted prospecting of multi-hotel American, international
and Canadian meetings remains one of its chief priorities and major
conventions will soon be held in Montréal.
Jacques Parisien
Chairman of the Board
The state of the business market, however, remains a concern. The
offer continues to grow and destinations are increasingly investing in
this market, while more generous subsidies and advantages are being
offered. To set itself apart from its competitors, Tourisme Montréal,
in collaboration with the Ville de Montréal and other partners,
launched a major sales offensive targeting the sports niche market in
2012. The operation is bearing fruit: in 2014 and 2015, the Fédération
internationale de football amateur (FIFA) will hold events in Montréal.
The niche market strategy is an important part of the strategies adopted
by Tourisme Montréal. In 2012, several campaigns targeting the niches
of gastronomy, festivals, cruises, LGBT and family attracted thousands
of visitors to Montréal. Such is the case of TASTE MTL, a one-of-a-kind
event initiated by Tourisme Montréal in collaboration with several
partner restaurants. Backed by a solid advertising offensive, TASTE MTL
not only was a huge success among consumers but it also generated
extensive media coverage, both here and abroad.
The success of Tourisme Montréal’s niche strategy rests on the fact
that it offers all its clienteles—leisure and business tourists, meeting
planners, journalists and bloggers, tour operators, etc.—information
tailored to their areas of interest. This strategy also targets all points
Tourisme Montréal | 2012 Annual Report
0
of contact with these clienteles throughout the entire purchasing process, an
objective outlined in the 2012-2014 social media strategy launched by Tourisme
Montréal over the past year. All employees of the organization received special
training on social media and all of Tourisme Montréal’s activities now include an
important social media component.
In the coming year, Tourisme Montréal intends to implement a new 2013-2015
hospitality plan, which aims to encourage new ways of doing things among key
stakeholders in the hospitality, tourist information and visitor services sectors.
The organization will also continue to develop its niche strategy, for both the
leisure and business markets. Lastly in 2013, Tourisme Montréal will develop
its 2014-2017 strategic orientations. With the 375th anniversary of the founding
of Montréal approaching, this strategic thinking will encompass organization’s
four major spheres of activity: marketing, sales, hospitality and tourism product
development.
In 2012, Montréal ranked among international “top 10” lists as prestigious
as the Lonely Planet, CNNgo and Meeting Focus. To maintain this appeal,
however, we will have to show proof of our audacity and imagination. Pursuing
the development of important infrastructure projects will be crucial, such as
the expansion of the Palais des congrès, the rail line between the airport and
downtown and, why not, a new Champlain Bridge whose beauty may become the
icon par excellence of a unique North American destination.
Backed by a staff that is passionate about Montréal and the support of all of its
partners, who we would like to thank here, Tourisme Montréal is embarking on a
new era with enthusiasm and determination.
0
The niche market
strategy is an important
part of the strategies
adopted by Tourisme
Montréal. In 2012,
several campaigns
targeting the niches of
gastronomy, festivals,
cruises, LGBT and family
attracted thousands
of visitors to Montréal.
Such is the case of
TASTE MTL, a one-ofa-kind event initiated
by Tourisme Montréal
in collaboration
with several partner
restaurants.
Hospitality
At a time when an outstanding visitor welcome has become one of the key issues for tourism destinations, Tourisme
Montréal has implemented an ambitious 2013-2015 hospitality strategy. Supported by findings linked to its social media
and niche strategies, this strategy intends to provide visitors—Montréal’s greatest ambassadors—with the perfect
welcome.
© Tourisme Montréal, © MTTQ, Vlan Communication
07
|
|
Tribute to Charles Lapointe
Charles Lapointe has decided to leave his position
as President and Chief Executive Officer of
Tourisme Montréal after 24 loyal years of service.
His impeccable track record and the undisputed
leadership that he has shown throughout his career
have left their mark on this outstanding organization,
for which he will become President Emeritus and
mentor this fall.
On behalf of the Montréal tourism industry, I wish
him a very happy retirement, filled with stimulating
projects, and I thank him for his devotion to and
passion for Montréal, which has inspired his team and
the entire industry.
Jacques Parisien
Chairman of the Board
0
© Tourisme Montréal, Yves Provencher
|
|
© Tourisme Montréal, Adrien Williams - 1st prize, Centre d’Histoire de Montréal Contest 2013
09
2012 tourism performance
© Tourisme Montréal, Benoît Durocher
Key indicators for 2012*:
Number of tourists**:
8,376,000
Québec : 4,751,000
Rest of Canada : 1,731,000
United States : 1,027,000
Overseas : 867,000
*Tourisme Montréal estimates
based in part on figures from the
Conference Board of Canada
**Tourists: Persons who travelled
outside their city for at least one
overnight stay or longer, but for less
than a year, and who used commercial or private accommodations.
2012: a year of upheaval
Montréal tourism recorded mixed results in 2012. A reduction in the number of
meetings and an economic situation that remains difficult, particularly in Europe,
had a negative effect on the hotel occupancy rate. Some markets, however, such
as family and friends, experienced sustained growth throughout the year, thereby
allowing the city to maintain a stable volume of tourists.
•
•
•
•
•
Out of a total of nearly 26.2 million visitors, Montréal welcomed some 8.4
million tourists* in 2012, or 0.9% more than in 2011
Tourist expenditures were evaluated at $2.43 billion over the year
The hotel occupancy rate on the Island of Montréal decreased by 1.4
percentage points, dipping to 66.2%
The average hotel room rate on the Island of Montréal was $138.20, a
decrease of 0.3% compared with 2011
In total, the Montréal tourism industry supported 47,000 jobs province-wide
in 2012
Tourism spending (in $):
2,425,900,000
Québec: 692,100,000
Rest of Canada: 657,500,000
United States: 483,200,000
Overseas: 593,100,000
2011
Hotel occupancy rate (Island of Montréal)
Passengers at Montréal airports
Information requests / Information kiosks (in thousands)
Visits to Tourisme Montréal’s Web site (in millions)
2012
Variations
67.56%
66.17%
-1.39% pts
13,668,829
13,798,821
+1.0%
97.8
96.1
-1.8%
3.2
4.1
+26.8%***
***This increase can be explained in large part by the efforts made by Tourisme Montréal to attract
visitors to its different digital platforms. Major advertising campaigns on the Web, contests, the creation
of a mobile version of its Web site that attracted close to 212,000 visits and the launch of a French
version of its blog that generated approximately 63,000 additional visits are some of the initiatives
undertaken by Tourisme Montréal to drive traffic to its digital platforms.
11
Business Sales and
Convention Services
© Tourisme Montréal, Süleyman Mutlu - 2nd prize, Centre d’Histoire de Montréal Contest 2013
In 2012, the Business
Sales team surpassed
its objective of 265,000
room nights:
304,780 room nights confirmed
for 2012 and future years
for the Canadian market
for the international
market
for the American market
18,693
room nights for the
sports market
business sales
Though Tourisme Montréal surpassed its sales objective in 2012, the weak growth
of the business market remains worrisome. Tourisme Montréal is facing an
offer that continues to grow while an increasing number of cities are investing
to attract the lucrative meetings and conventions market and subsidies and
financial incentives offered by competing destinations have become more
generous. Overall, the emergence of numerous new destinations, restrictions by
the U.S. government, the increasing popularity of videoconferencing tools and
the lagging economic recovery have also contributed to the slowdown observed
in this sector.
Over the past fiscal year, Tourisme Montréal organized a business campaign
whose primary goal was to increase awareness of Montréal and position it as
a leading meeting destination. Rather than addressing barriers to entry, the
campaign instead focused on Tourisme Montréal’s strengths and on making its
target audiences more accessible to Tourisme Montréal’s sales force.
Bolstered by the campaign, the sales team signed agreements that will bring
many meetings and events, including some of major ones, to Montréal over
the coming years. Among these are Cisco Systems, which will hold its meeting
in Montréal in 2014. More than 3,500 delegates are expected and no less than
14,000 room nights have already been booked for the event. The Fédération
Internationale de Football Amateur (FIFA) will also hold events in Montréal in
2014 and 2015.
The sports market is an important niche that Tourisme Montréal hopes to fully
exploit over the course of the coming years. To this end, in 2012, Tourisme
Montréal recruited a new manager whose mandate is to persuade sports
federations to hold their events or competitions here.
13
|
|
2012 Business campaign
Communication objectives:
•
•
•
enhance awareness and visibility of Montréal;
make the target clientele receptive to talking and meeting with sales personnel;
position Montréal as a leading meeting destination. The communication strategy must concentrate on the city’s
strengths, rather than addressing barriers to entry.
Marketing objective:
•
increase the number of RFPs for 2016, 2017 and 2018
Campaign deployment: February 8 to December 31, 2012
Actions/Dissemination: Web banners, print advertising, editorial content, direct marketing, promotional offers,
promotional activities and media relations
Target clientele:
•
•
priority: American, Canadian and international associations and local influencers
secondary: Canadian, American and international corporations; Canadian, American and international
intermediaries
Markets:
•
•
priority: United States (specifically Washington and Chicago) and Canada (specifically Toronto and Ottawa);
Montréal (influencers for international meetings)
secondary: Paris, London, Brussels and Geneva
Results:
oo
oo
oo
oo
oo
oo
oo
oo
oo
oo
oo
oo
33,528 people visited the Meeting Planner section of Tourisme Montréal’s Web site
Web banners: 155,704 unique impressions on the various sites
increase in pages visited: average of 2.13 for 2012 over 2.07 for 2011 (first 8 months)
12% increase in visits from search engines*
11% increase in visits from campaigns*
107 requests for proposal in 2012 over 47 in 2011 (January to September)
20 press releases issued
23 articles published
6 visits from journalists
12 spontaneous information requests
publications related to Media Relations’ efforts: 739,108 impressions
Web sites and blogs related to Media Relations’ efforts: 152,736 impressions
*first 8 months of 2012 compared with first 8 months of 2011
14
|
|
Achievements and results
In 2012, the Business Sales team surpassed its objective of 265,000 room nights:
304 780
98 084
96 917
109 779
18 693
487 174
28 484
46 540
33 966
143
20
13
room nights confirmed for 2012 and future years
room nights confirmed for the Canadian market
room nights confirmed for the international market
room nights confirmed for the American market
room nights for the sports market
room nights at the business opportunity stage
room nights confirmed for the multi-hotel corporate segment
room nights confirmed for the small meetings market (100 to 199 room nights)
room nights confirmed for the express meetings market (1 to 99 room nights)
site visits
sales missions (167 organizations, 13 events)
educational tours (executive summits and familiarization tours)
2012 activities
International market
•
•
•
•
•
•
London: Cirque du Soleil special event (associative)
Frankfurt: IMEX, the worldwide exhibition for Incentive Travel, Meetings and Events, “Evening à la Montréal”
(corporate, associative, incentive)
Montréal: Montréal Forum event (for international organizations based in Montréal)
Mission in Europe: spa events in London, Paris and Amsterdam (incentive and associative)
Barcelona: EIBTM, the Global Meetings & Events Exhibition, “Evening à la Montréal” (US associative and European
incentive)
Paris: Montréal Networking Forum event (international associations)
American market
•
•
•
•
•
San Diego: PCMA, Professional Convention Management Association, spa event (associative) and sponsorship of a
lunch for all delegates
San Diego: PCMA, Professional Convention Management Association, Breakfast in Bed à la Montréal served in the
clients’ rooms (associative)
Washington: Cirque du Soleil special event
Dallas: ASAE, American Society of Association Executives, spa event (associative), Breakfast in Bed à la Montréal
served in clients’ rooms
Las Vegas: IMEX America, Breakfast in Bed à la Montréal served in clients’ rooms (corporate and associative)
15
|
•
•
•
•
|
Washington: À la Montréal culinary event
Chicago: Michael Jackson Cirque du Soleil special event
Chicago: spa event (associative)
Orlando: MPI-WEC, Meeting Professionals International – World Education Congress, Breakfast in Bed à la Montréal
served in clients’ rooms
Canadian market
•
•
•
Toronto: OSM event (corporate and associative)
Toronto: spa event (corporate and associative)
Ottawa: CSAE, Canadian Society of Association Executives, À la Montréal event
All markets
•
Advisory Board
2013 Priorities
•
•
•
•
•
16
Attain objective of 280,000 room nights
Find additional ways to encourage delegates to purchase room nights
Set up a means to evaluate the Business Sales team’s performance based on number of delegates
Develop the northeastern American corporate market and the sports market
Integrate social media in sales activities
|
|
Convention Services
Tourisme Montréal continues to receive an excellent satisfaction rate from meeting planners and, during the past fiscal
year, launched an ambitious 2013-15 hospitality plan. The plan, which followed up on observations of two focus groups
who helped to more clearly identify the strengths and weaknesses of Montréal’s hospitality, intends to encourage all
stakeholders in the hospitality, tourist information and visitor services sectors to find new ways of doing things.
Tourisme Montréal also focused its attention on social media to encourage participation in meetings and offer delegates
a variety of information on the city’s attractions and activities as well as exclusive promotional offers, such as online
discount coupons for many of Montréal’s restaurants, boutiques and attractions.
Lastly, the managers of Tourisme Montréal’s Conventions Services department all received
Certified Meeting Professional (CMP) accreditation in 2012. In addition to actively participating in five local meeting
planning committees, Tourisme Montréal helped roll out special events whose goal was to help planners promote
their conventions. Thanks to Tourisme Montréal’s help, the Regional Dance of America (RDA) group was able to hold a
flash mob dance, which was a huge hit. The Green Meeting Industry Council (GMIC), for its part, in collaboration with
La Tohu, was able to offer two community events for the residents of an economically-disadvantaged neighbourhood
(Saint-Michel).
Hospitality
•
•
•
•
•
Obtained a satisfaction rating of 10/10 by meeting planners using services offered by Tourisme Montréal (survey
conducted by an outside firm)
Launched a new full-day Taxi Ambassadeur program instead of a half-day program: 600 drivers have already taken
part in it
Developed a new 2013-2015 hospitality plan for the entire organization
Created online discount coupons for delegates
Organized two focus groups to zero in on the strengths and weaknesses of Montréal hospitality
17
|
|
Conventions
•
•
•
•
•
•
•
•
•
•
•
•
18
Managed 8 conventions using the Passkey platform, representing 6,595 reservations, with an average stay of 4.8
days per visit and an average rate of $184
Coordinated and hosted 68 site visits
Participated in 18 promotional trips prior to hosting a meeting in Montréal
Invested $200,000 in business tools in order to increase delegate participation
All Convention Services managers received Certified Meeting Professional (CMP) accreditation
Responded to 1,200 service requests made by meeting planners
Participated in 5 local committees in support of the organization of their meeting
Used social media to boost delegate participation and offer them a warm welcome
Helped organize a flash mob dance for the Regional Dance of America (RDA) group
Helped the Green Meeting Industry Council (GMIC) as part of the launch of two community events in collaboration
with La Tohu for the residents of an economically disadvantaged neighbourhood (Saint-Michel)
Audiovisual production of many video testimonials on Montréal, showcasing planners who wanted to attract
potential delegates
Produced 10 personalized, custom-made microsites for delegates of each meeting
|
|
Convention Services – list of conventions
2012 Conventions
Room nights
International Neuropsychological Society
2,515
International Polar Year
3,786
Secrétariat sur la Convention sur la diversité biologique / Secretariat of the Convention on
Biological Diversity
3,712
Regional Dance of America
3,774
IEEE Microwave Theory and Techniques Society
11,340
Geochemical Society
3,664
North American Association of State and Provincial Lotteries
3,626
American Association of Bovine Practitioners
2,548
2013 Conventions : (more than 3000 room nights)
Room nights
TELUS
3,240
International Society for Heart and Lung Transplantation
5,921
American Oil Chemists Society
3,371
American Industrial Hygiene Association
10,671
International Commission for Acoustics
3,363
McDonald's Restaurants of Canada Limited
5,396
International League Against Epilepsy
6,621
Alpha Kappa Alpha Sorority, Inc.
6,250
Swimming Canada - Natation Canada
4,500
American Statistical Association
10,137
Swimming Canada - Natation Canada
16,090
World Parkinson Congress Inc.
3,712
Canadian Cardiovascular Society
5,776
Minerals, Metals, and Materials Society - TMS
4,758
19
|
|
2013 priorities
Hospitality
Implement the 2013-2015 hospitality policy. The strategy aims to change the way all stakeholders in the hospitality,
tourist information and visitor services sectors do things so that they create a memorable tourism experience for
all visitors and encourage them to share their experiences. The hospitality strategy will focus on the following three
objectives:
• offer rich, precise, up-to-date information adapted to each visitor’s needs
• make getting to and around Montréal easier
• encourage warm, human contact with the host city (residents, workers, tourism stakeholders)
• better communicate the Montréal brand
Conventions
•
•
•
•
•
20
Encourage increased use of social media on a day-to-day basis, in order to foster delegate participation, improve
welcome provided to delegates when they arrive in Montréal and answer their questions as quickly as possible
In collaboration with the Société de transport de Montréal (STM), create an outstanding offer for tourists
Work with Tourisme Montréal clients and hoteliers to minimize out-of-block reservations
Implement actions anticipated for Year 1 of the 3-year hospitality strategy
Improve use of various social media on a day-to-day basis
|
|
© Tourisme Montréal, Neisky Montiel
21
Communications, Marketing,
Media and Leisure Market
© Tourisme Montréal, Alexis Monerville
Tourism Montreal has
fully materialized
the niche strategy
that began in 2011. This
operation required the
assistance of several
members and partners
and offered them
advertising opportunities
innovative.
Tourisme Montréal’s primary objective for 2012 was to increase Montréal’s
brand influence at all points of contact with the consumer while promoting
visibility for its members and partners.
This is why, over the course of this year, Tourisme Montréal strengthened
the niche strategy that was launched in 2011. This operation, which
required the buy-in of many of its members and partners, offered them
innovative advertising opportunities. For each of these target markets,
Tourisme Montréal identified the most promising niches and developed
promotional tactics to showcase them. Developing a social media content
calendar, sending news and newsletters to Tourisme Montréal’s databases,
launching advertising campaigns and media relations strategies and
well as holding activities within the leisure market are just some of the
initiatives that were undertaken as part of this strategy.
True to its commitment to implement a strategy that follows the
consumer’s entire buying process for all clienteles (leisure and business
tourists, meeting planners, journalists and bloggers, tour operators,
etc.), Tourisme Montréal launched its 2012-2014 social media integration
strategy. In addition to encouraging the use of social media in all its
promotional tasks and activities, the strategy aims to create brand
ambassadors among tourists, Montrealers, partners and members.
It was also with this goal in mind that Tourisme Montréal launched a
mobile version of its Web site, which received 212,000 visits in 2012. The
French version of its blog, also launched during the year, generated close
to 63,000 additional visits. There was also an appreciable increase in the
number of visitors to Tourisme Montréal’s Web site in 2012.
23
|
|
Niche strategy
Promoting communication centred on its target clienteles’ areas of interest, the niche market strategy aims to maximize
the dissemination and exporting of content on Montréal according to consumers’ motivations for travel across all points
of contact. It is, essentially, about telling stories that position Montréal as a destination whose tourism offer responds
to the varied interests of its consumers and to share these stories through articles, photos and videos on all platforms,
whether they are the property of Tourisme Montréal or not (print, sites, blogs, social media, etc.)
Overall actions
•
•
•
•
•
created 20 niches and identified niches that are part of an overall strategy (all clienteles): cruises, LGBT,
gastronomy, family, religious heritage, fashion, shopping and beauty, the majority of which were supported by
marketing campaigns in 2012
created itineraries with exclusive content and What to dos for every niche
ensured all managers were active on social media and interacted with influencers
sent close to 50 niche market newsletters to media databases of specialized clients
hosted 72 specialized journalists in niche themed group tours. Seventeen journalists took part in the gastronomy
niche tours held as part of TASTE MTL
Niche
Committee
Research documents
Family
X
3
January 2013
Gastronomy
X
9
X
LGBT
X
2
February 2013
Religious heritage
X
1
X
Cruises
X
2
X
3
X
X
0
X
2
X
Fashion, shopping and beauty
Nightlife
Festivals
Creative Montréal
Cutting-edge Montréal
24
Newsletter (number)
0
X
2
X
Professional sports
0
X
Outdoor
2
X
Culture
2
Learning tours
0
X
Luxury travel
0
X
School groups
2
X
Architecture and history
0
X
Romantic
0
February 2013
Budget
0
X
|
|
Family niche
•
•
•
•
•
•
•
•
What: major investments including the launch of a massive advertising
campaign in the Québec and Ontario markets
Objective: make Montréal a top priority for families in the Ottawa
market by presenting Tourisme Montréal partners
When: April 28 to June 8, 2012
How: promote What to do in Montréal for families, based on
partnerships: the Montréal Tower at the Olympic Park, the Montréal
Eaton Centre, the SDC du Vieux-Montréal, the Space for Life and the STM
Markets: Ottawa region (Gatineau and Ottawa – in both languages) and
Toronto
Tactics:
• adopted a humorous approach that aimed to reassure families and
give them vacation ideas for all ages and tastes, by guaranteeing
unforgettable memories
• disseminated on Web and traditional media, including radio,
newspapers and Web sites of the targeted region, thanks to a
partnership with Post Media (Ottawa Citizen, National Post, canada.
com);
• held contests to maximize this niche’s database
Some results:
• 91% of users who interacted were Anglophone and came, in large
part, from the Toronto region
• pertinent message because indicated by the low bounce rate of 24%
• click-through rate on advertising banners above average, at 15%
• 31% of users asked to receive the Tourisme Montréal newsletter
Hosted 3 journalists on niche theme group tours
Courez la chance
de gagner vos
souvenirs de Montréal
sur concoursplaisirenfamille.com
comme mon
P’TIT FRÈRE
qui croyait
voir notre
MAISON
tour
Du plaisir pour toute la famille à la Tour de Montréal au Parc olympique
Aucun achat requis. Deux tirages seront effectués, un par province (Ontario et Québec). La valeur approximative du prix est de 1 100$ et le tirage aura lieu le 31 mai 2012.
Pour plus amples renseignements à ce sujet consultez le concoursplaisirenfamille.com
Accès en métro : stations Pie-IX ou Viau. Transport gratuit
pour les enfants les samedis et dimanches. Conditions: stm.info
25
|
kground is
uested screening
calibration.
eground patches
uncalibrated
ccato® screens.
|
Gastronomy niche
•
•
•
•
•
•
8000x10500_SD:8000x10500_DF_35
1x4 4up .125ht
What: major investments, including the launch of a massive
advertising campaign in the Ontario and northeastern U.S. markets
Objective: increase awareness of Montréal through the gastronomy
niche
When: May 28 to August 31, 2012
How: created a partnership with Air Canada as well as a media
A Taste of
partnership to spark the conversation by disseminating content on
Web and traditional media
Markets: Eastern U.S. and Ontario (Toronto)
Tactics:
• adopted a content-rich approach, in collaboration with National
Geographic Traveler, on gastronomy in Montréal, its local
products, multiethnic influences and creativity
• wrote a 24-page insert and created an iPad application on
gastronomy with photos and video
25 Ways to Savor the City
Some actions taken:
25 WAYS TO SAVOR THE CITY
• held gastronomy tours as part of TASTE MTL: 17 food journalists
were welcomed
• published an article in National Geographic Traveler (also inserted in the publication LCBO in Ontario) and iPad
application on Montréal gastronomy
• held a contest to maximize this niche’s database
Some results:
• magazine campaign reach: 8.8 million consumers
• increase of 7% in respondents having seen advertising on Montréal after the campaign, leading Canadian cities
• the Taste of Montréal iPad application downloaded by 25,396 people
• 16% of users asked to receive the Tourisme Montréal newsletter
“Dine with a blogger” – social media campaign
• a 4½-week-long contest button on Facebook (September 20 to October 21, 2012)
• 5 bloggers paired with 5 restaurants participated in the TASTE MTL event
• 5,158 participants: a significant number due to retweets on Twitter accounts, blogs and the bloggers’ Facebook
pages
• the winner, Mijune Pak, was invited to a press tour from November 7 to 10 (1,529 votes / Follow Me Foodie blog)
• VIP supper with the two winners (consumers) at L’Épicier restaurant on November 9
• Markets: Canada and United States
Hosted 20 journalists during this niche theme group tour
MONTRÉAL
M
The most service to Montréal with up to 36 daily
flights from Pearson or Toronto’s city airport.
Earn Aeroplan® Miles on every flight.
Montreal
Book at aircanada.com, call us at 1-888-247-2262
or contact your travel agent.
•
PHOTO CRE D IT
FROM THE EDITORS OF
NATIONAL GEOGRAPHIC TRAVELER
®Aeroplan is a registered trademark of Aeroplan Canada Inc.
REPRINTED WITH PERMISSION FROM THE JUNE/JULY 2012 NATIONAL GEOGRAPHIC TRAVELER MAGAZINE. COPYRIGHT 2 0 1 2
2CU714_AirCan_T-Star-FD_REV2.indd 1
•
•
•
Position - U
26
Press - 1
12-05-04 12:02 PM
Side A
Yellow
Magenta
Cyan
Black
spot1
spot2
Tourisme Montréal | Rapport annuel 2012
MONTREAL REPRINT COVER 0612 [Print] [Print];1.indd 1
#35 129975 Publication TM Booklet
5/1/12 2:28 PM
1-24
Common
|
|
LGBT niche
•
•
•
•
•
•
What: launch of the third edition of the “Queer of the Year” contest.
Participants were invited to apply for the title of “Queer of the Year” and
finalists were invited to Montréal to participate in a week of activities
Objective: spark LGBT interest in Montréal. Resistant to economic
fluctuations, this niche represents a particularly lucrative tourism market.
In the U.S., it is evaluated at 65 billion U.S. dollars
When: April to August 2012
How: created a partnership with Hôtel Le Germain and Air Canada,
participated in IGLTA and Travel Gay tradeshows and hosted journalists
Participation: in September, winner selected by public vote online. All
participants took part in the Pride Parade
Hosted 7 journalists on this niche-themed group tour
Cruises niche
•
•
•
•
What: launched and took part in a working committee that aimed to
develop solid strategies for attracting cruise ships to Montréal
How: investment of $400,000 per year over three years by the following
partners: Tourisme Québec, Port of Montréal, Aéroports de Montréal,
the Old Port of Montréal Corporation, SDC du Vieux-Montréal, Casino de
Montréal
Action: developed numerous tools such as itineraries, PPT presentations,
surveys/polls, photos, videos, Web site updates, etc.
Results: 56% increase in passenger traffic and welcomed 48,518
passengers to Montréal in 2012
Montréal...
The Ultimate Saint-Lawrence
Cruise Experience
Step off the ship and right into
Montréal’s unique and festive atmosphere, where
old meets new and Europe meets North America.
A few moments spent walking along the inviting
streets, shopping and indulging in some local
treats, and you’ll want to take a few extra days to
make the experience last. Montréal’s port being
right at the heart of the city and only 20 minutes
from the airport, there’s no excuse to let the
opportunity slip away.
No cruise along the St. Lawrence River would be
complete without a stop in Montréal. Enjoy!
Tourisme Montréal | Rapport annuel 2012
27
|
|
Cutting-edge Montréal niche
•
•
•
•
28
Launched the first entirely social media-focused advertising offensive. Focusing on emerging music, the event
gained widespread attention on social media among a captive and committed target audience
Managed a public relations campaign to promote the presence of Montréal, guest city at the La Mercè Festival
Barcelona. Featuring the grandiose show Oda à la vida produced by Moment Factory at the Sagrada Familia, the
campaign generated, according to a press review compiled by En Silencio, the selected public relations agency, no
fewer than 122 articles and reports in numerous popular media around the world
Launched the “Battle of the Bands” campaign which, during a 7-week period, obtained the following results:
• 69 videos featuring groups from North America that obtained 10,135 votes from 15,876 unique visitors
• 8 original productions on the theme of Corey Hart’s Sunglasses at Night, which obtained 6,475 votes from
13,328 unique visitors in a veritable Battle of the Bands
• 12,752 “likes” on Tourisme Montréal’s Facebook page, an increase of 321% over the previous period
• unprecedented involvement of followers on Tourisme Montréal’s Facebook page: 96% increase in people talking
about it and an increase of 69,745 photos viewed over the previous period
• outstanding social media coverage of the campaign: in total, 179,108 people were reached each day on
Facebook and all indicators show that Montréal has become a “must” destination for music fans
Hosted 29 journalists on a cutting-edge arts niche theme group tour
|
Tourisme Montréal
launched its 2012-2014
social media integration
strategy. The goal of
the strategy is to create
brand ambassadors
among tourists,
Montrealers, partners
and members.
|
Social media strategy
•
Aiming to increase Montréal’s digital footprint, this three-tiered strategy seeks to:
• encourage the use of social media in work carried out at Tourisme Montréal
• promote communication advertising strategies directly linked to social media
• create brand ambassadors, among tourists, Montrealers, partners and Tourisme
Montréal’s 800 members by promoting an approach that aims to encourage
word-of-mouth and increase ambassador involvement
This shift toward social media is also part of the objectives of the niche strategy
approach; in other words, the right message to the right person at the right time. Its
goal is to establish targeted communication according to themes that take into account
consumers’ motivations for travelling.
Social media campaign - Rendez-vous à Montréal
•
•
•
•
•
•
Objective: advertise the notion of pleasure associated with a Montréal getaway
When: September and November 2012
How: invested $400,000 and developed a dedicated Facebook application that
allowed participants to win dream vacations in Montréal
Markets: Québec (Trois-Rivières, Drummondville, Sherbrooke, Gatineau) and
Ontario (Ottawa, Toronto)
Tactics:
• adopted a humorous approach that aimed to reassure potential vacationers by
broadcasting information capsules across Québec and Ontario
• created a partnership with Astral media and purchased advertising on social
media platforms, particularly on Facebook and Web sites
A few results:
• 21,158 new fans on the Facebook page
• 23,134 visits to the contest page
• targeted markets reached: 50% of users from Québec and 50% from Ontario
• 6% asked to receive Tourisme Montréal’s newsletter
• testimonials from fans who shared their passion for Montréal
29
|
|
Sweet Deal Campaign
•
•
•
Objective: increase, at a lower cost, the number of hotel room nights to try and offset the decrease in conventions
When: January 7 to December 20, 2012
How: yearly promotion of the Sweet Deal in multiplatform Web environments to generate consumer conversion
(e.g. Trip Advisor)
Media purchase - Trip Advisor:
• created interactive banners with personalized messages according to number of stars for hotel rooms.
These banners were placed in certain target markets and many sections of the site, according to the offer.
• results: more than 20% of room night reservations were influenced by Trip Advisor
Media purchase - Expedia, Orbitz and Travelocity:
• developed microsites on these three transactional sites, the largest travel sites in the U.S. offering
advertising solutions (purchase of Web banners, promotional newsletters, etc.)
• created content for these sites by showcasing Sweet Deal hotel partners
• results: 25% increase in overall sales compared with 2011
Media purchase on Google and Casale networks:
• adopted low-cost strategies aimed at creating conversions with the help of Google network
• with the Casale network, implemented tactics that featured a second offer inciting users to purchase
• results: 15.5% increase in conversions with the help of the second-offer tactics adopted in the
Casale network
30
|
|
Press and leisure market activities
2012 PRESS ACTIVITIES
Outside Montréal
• Presence of 11 specialized conventions, trade shows and marketplaces
• Met with 673 writers
In Montréal
• 233 individual press tours
• 60 tours carried out in conjunction with Tourisme Montréal’s public relations agencies, members and partners
for a total of 189 media representatives
• Hosted 641 media representatives
2012 LEISURE MARKET ACTIVITIES
Outside Montréal
• Participated in 19 specialized conventions and trade shows as well as a sales mission in New England
• Met with more than 1,090 buyers (tour operators, tour wholesalers and inbound travel agencies) as well as 133
tourism writers
In Montréal
• Managed 60 site visits
• Met with 373 buyers
• Managed and organized 18 familiarization tours, including 146 buyers
Priorities for 2013
•
•
Improve Tourisme Montréal’s different platforms. For example, the “Montréal Buzz” blog could benefit from a major
design revamp to streamline integration of all niches
For all niches:
• increase the number of contacts in databases
• send targeted messages to journalists, bloggers and tour operators
• identify social media influencers for each niche
• optimize sharing of news and stories on social media managed by Tourisme Montréal
31
Member Services, Partnerships and
Relationship Marketing
© Tourisme Montréal, Canadian Tourism Commission
Supported by a major
media relations
strategy, the TASTE
MTL event was not
only a huge success
among consumers,
but it also garnered
unprecedented media
coverage here and
abroad.
An important part of Tourisme Montréal’s mission is to create business
opportunities for all of its members. In 2012, Tourisme Montréal continued
to foster innovative partnerships, offering its members renewed advertising
opportunities. Among others, this approach allowed us to launch events with
significant economic spin-offs in 2012.
One such example is TASTE MTL, a one-of-a-kind event initiated by Tourisme
Montréal that benefited from the collaboration of many restaurant partners.
Supported by a strong media relations strategy, the TASTE MTL event was not only
a huge success among consumers, but it also garnered unprecedented media
coverage here and abroad.
Following extensive consultation among its members, Tourisme Montréal also
launched a number of initiatives to respond to the needs expressed during the
consultative process. As well as providing members with a new newsletter with
more details on all of its activities, Tourisme Montréal introduced a growing
number of networking opportunities throughout the year. Particular attention was
paid to small- and medium-sized hotels.
33
|
Member Services, Partnerships and Relationship Marketing
|
•
•
•
93.2% member retention rate
65 new members, including 13 in tourism activities/attractions and 36 restaurants
Training:
• 12 information workshops (Membership 101)
• 74 participating businesses (90 people)
• training on sustainable tourism in the hotel industry
• training on sustainable tourism in the restaurant industry
• presentations on the 2013 Montréal tourism industry projections; conference during the Annual General
Assembly on the importance of social media and its integration in Tourisme Montréal’s marketing strategies
•
Events:
• 26th Grands prix du tourisme Québecois Gala: March 28, 2012 (257 people)
• Members’ Christmas Reception: November 28, 2012 (420 people)
• Cocktail evening in collaboration with the Palais des congrès: during a survey conducted in 2011, members
asked for more networking activities. The event, which takes place on an alternating basis with the golf
tournament, aims to respond to this request
• 1st edition of the launch of the tourism season: March 15, 2012 (approximately 250 visitors and 41 exhibitors).
The goal of the event is to make all tourism stakeholders aware of new developments, activities and the
summer tourism season program
• Annual General Assembly
•
Additional visibility offered to members on Tourisme Montréal’s different tools and platforms (mobile site,
promotional documents for niches, media newsletters)
Improved communication with members by creating a corporate Facebook account
New monthly newsletter outlining Tourisme Montréal’s achievements
Changes made to the Forfait Passion/Sweet Deal campaign to better respond to hoteliers’ requests. The goal is to
make the package more accessible to the entire tourism industry (big and small hotels)
1st edition of TASTE MTL:
• invited Montrealers and tourists to discover Montréal’s rich and diverse culinary offering
• from November 1 to 11, 2012
• fixed-price table d’hôte menu: $19, $29 or $39
• visibility: microsite, contest, press, social media
• 100 participating restaurants (survey showed that 84% rated their experience as positive or very positive)
•
•
•
•
34
|
Member Services, Partnerships and Relationship Marketing
|
2013 Priorities
•
•
•
•
•
use social media when communicating with members
roll-out the 2nd edition of TASTE MTL
revamp the Espace Membres intranet communication platform
conduct a member satisfaction survey to measure evolution since 2011
offer new training for members on how to:
• collaborate with the Sales and Convention Services teams
• use social media
• become more environmentally responsible
35
Public Relations, Research and
Product Development
© Tourisme Montréal, Alexi Hobbs
Tourisme Montréal
developed the Plan
produit de Montréal,
in concert with the
steps taken by the
Comité directeur en
tourisme and the Plan
de développement
touristique du Québec
by Tourisme Québec.
The plan aims to develop
Montréal’s role as a
main port of entry for
international clienteles,
and will allow the
organization to develop
world-class products.
Strongly solicited by the media during the student crisis that marked the
spring of 2012, Tourisme Montréal was a key player over the course of
the year, providing ongoing statistics and commentary on the evolution
of the situation. This particularly turbulent period coincided with
the creation of the full-time position of Manager – Corporate Public
Relations. Born of a desire to consolidate relations with the community
and local media, this position allowed Tourisme Montréal to strengthen
its presence on all fronts.
In 2012, Tourisme Montréal developed the Plan produit de Montréal,
in concert with the steps taken by the Comité directeur en tourisme
and the Plan de développement touristique du Québec that was being
prepared by Tourisme Québec. The goal of the plan is to develop
Montréal’s role as the main port of entry to Québec among international
clienteles, and will allow the organization to develop world-class
products and strengthen the city’s status as a leading tourism
destination for its clienteles outside Québec.
As part of the tourism industry’s Plan Vert, the meetings, restaurants
and festivals sectors identified were the target of concrete actions
to promote environmentally responsible tourism practices. These
initiatives translated into increased visibility for Montréal Vert among
business clients and international sustainable tourism associations. The
update of the Plan for 2013-2015 will integrate new actions to support
the industry, communication and representation, always in concert with
the industry’s green committee and the convention sub-committee.
Lastly, in 2012, Tourisme Montréal conducted an important survey
among its tourism and local clienteles that are passionate about
cutting-edge creativity, to get a clearer picture of their perspectives and
interests. The aim was to understand this clientele’s motivations, needs,
vacation habits and sources of information. The data gathered will allow
Tourisme Montréal and all of the cutting-edge players to develop a
suitable strategy to make more people aware of Montréal’s brand image
in contemporary creativity and determine the actions that must be taken
to maximize its impact.
37
|
|
Development of the offer
•
•
•
•
Support of 13 projects by the three partners of the regional tourism partnership for the Montréal tourism region in
2012, representing support valued at $519,000 and an anticipated investment of $5,574,000
Drafted the Plan produit de Montréal, which aims to develop and expand Montréal’s role as port of entry to Québec
for international clients
Met with close to 40 promoters of tourism projects in Montréal, at different stages in their business plans, to share
expertise or ensure coherence between partnerships
Continued collaboration with the Vitrine culturelle through financial participation and maintaining a presence on
the organization’s board of directors
Green tourism
Pursued actions undertaken in June 2011 at the time of the hiring of a Eco-Tourism Advisor, thanks to aid granted by the
Ministre des Affaires municipales, des Régions et de l’Occupation du territoire and the Ministre du Tourisme du Québec.
• Provided support to the conventions sector to encourage hosting meetings that respected environmentally- and
socially-responsible practices
• Offered training to Montréal tourism participants concerning the chief priorities of the Plan Vert
• Communicated best environmental practices that have been implemented by organizations here and abroad to
Montréal’s tourism stakeholders
• Provided content to an information platform that offers tourists a repertory of companies using sound
environmental practices
• participated in sustainable development activities held by the Montréal community
• Implemented an internal strategy to get Tourisme Montréal departments involved in the industry’s Plan Vert
38
|
|
Cultural tourism
•
•
Pursued its partnership with the Ville de Montréal and the Ministère de la Culture et des Communications as part of
a joint memorandum of action that promotes active partnerships between Montréal’s cultural and tourism sectors
Managed a major event assistance program that reached more than $2.7M in 2012. Close to thirty events received
support and the new rules and guidelines that were revised in 2011 were implemented
Research
•
•
•
•
Conducted a survey among the tourism and local clientele for the cutting-edge niche to get a clearer picture of
their needs and interests
Drafted research documents on Montréal’s different priority niches
Updated reference documents for Tourisme Montréal members to promote tourism development for businesses
in the city and the industry in general. Among these tools are the database, Le tourisme à Montréal, Le bilan
touristique de l’année, La performance des établissements hôteliers, Le tourisme dans les grandes villes, L’analyse
des liaisons aériennes
Conducted or updated studies on segments of target clienteles and certain markets, along with some ad hoc
research projects
39
|
|
Public relations and government relations
•
•
•
•
•
•
•
Managed media relations (primarily local) about corporate issues with industry partners and the community
Became involved in numerous local, provincial and national associations (chambers of commerce, business and
development companies, TIAC, AQIT, ATR associées du Québec, etc.).
Provided support to the executive management (speech writing, words from the President, briefing documents,
etc.) as well as strategic advising
Gave nearly 500 interviews to local media and cultivated relations with local media and influencers
Wrote and released close to 40 press releases on the organization’s initiatives and campaigns, including the TASTE
MTL event
Compiled surveys and put research results in layman’s terms for dissemination purposes
Met and strengthened ties with government partners: Ville de Montréal, CRÉ de Montréal, Ministère du Tourisme,
Canada Economic Development, Ministère des Affaires municipales, des Régions et de l’Occupation du territoire,
etc.
Priorities for 2013
•
•
•
•
•
•
•
•
•
•
40
Update Montréal’s cultural tourism development plan: strategies and actions
Launch a map of public art
Equip small- and medium-sized businesses as part of sustainable development efforts
Support and promote socially and environmentally responsible initiatives of sustainable tourism leaders
Conduct a survey among tourists (business and leisure) to determine their perceptions of the destination and
measure their level of satisfaction regarding the different components of their Montréal experience
Conduct a satisfaction survey among Tourisme Montréal members
Offer thorough analyses of niches to provide necessary tools to develop Montréal’s tourism businesses
Implement, with partners, a pilot project of an online vacation planning tool
Intensify public relations efforts in research and ensure increased dissemination in the sectors of business tourism,
sustainable tourism and sports tourism
Strengthen the organization’s relationships with local media, influencers, associations and government partners
|
|
© Tourisme Montréal, Canadian Tourism Commission
41
Finances, Administration, Human
Resources and Information Technologies
© Tourisme Montréal, Michael Vesia
This year,
the March 28, 2013 audit
report unreservedly
confirmed the sound
management of
financial resources
Tourisme Montréal experienced important changes within its team in 2012.
Strategies focused on niche markets, social media and content as well as sales
objectives adopted over the course of the year called for the creation of seven
new positions while nine vacant positions were also filled.
As well, following a survey conducted among its personnel, Tourisme Montréal
completely reviewed its health insurance policy. Blue Cross and Industrial
Alliance, chosen following a rigorous process, have become the new insurance
and group RRSP program providers offered to all employees.
Offering employees advantageous working conditions while ensuring their career
development in light of their respective professional mandates is an essential
part of Tourisme Montréal’s management. In 2012, teams were also able to
participate in a special one-day training session at UQÀM in order to better grasp
the impact of social media and encourage its integration in day-to-day activities.
The continuing professional development program in office software was also
maintained over the past fiscal year.
With the goal of improving the efficiency of its business operations in mind,
Tourisme Montréal also began upgrading its Destination 3000 software. Though
much more user-friendly, the new Web application forced us to revise many
internal business processes. In keeping with its policy of promoting the use of
French in the organization, Tourisme Montréal allocated significant resources to
translating this American English-language software.
As well, Tourisme Montréal launched two important calls for tenders in 2012.
Following a rigorous selection process, the firm KPMG Secor was chosen to coach
the internal pilot committee in outlining its 2014-2017 Strategic Orientations,
while the Kelly firm was given the mandate of producing all of Tourisme Montréal’s
hospitality tools for the upcoming years.
Once again this year, the unqualified audit opinion issued March 28, 2013,
confirmed the sound management of the organization’s financial resources.
43
|
Finances, Administration, Human Resources and Information Technologies
2013 priorities
•
Revise all financial incentive programs for:
• conventions
• event promoters
• sports market
•
Launch a call for tenders among real estate brokerage firms in anticipation of the head office’s lease coming to an
end on August 31, 2015
Contract out storage of Tourisme Montréal’s servers to a more secure location
Integrate use of social media in the job descriptions of all team members
Finish the 2014-2017 strategic orientations
•
•
•
44
|
|
|
FINANCIAL DATA
Evolution of revenue sources between entre 2011 and 2012 (in millions of $)
2011
revenue
2012
revenue
Difference
Ville de Montréal
1.3
1.4
+0.1
Gouvernement du Québec
1.2
1.2
-
2
2
-
22.5
21.7
-0.8
Membership fees
0.9
0.9
-
Proceeds from the Grand Prix F1 du Canada
1.3
1.2
-0.1
Partnerships
2.3
3.1
+0.8
31.5
31.5
-
Government of Canada
Accommodation tax
Total
Breakdown of expenses in 2011
Budget allowance
Salaries and benefits
Operating costs
Sales, promotion and advertising
Tourisme Montréal
Destination
Marketing*
22.5%
40.5%
7.7%
12.9%
69.8%
46.5%
*Average members of Destination Marketing, according to the DMO Organizational & Financial Profile Report
45
|
|
The following charts indicate the sources of revenue, the breakdown of expenditures
according to three major spending categories and breakdown by service.
Tourisme Montréal - 2012 Revenue
Ville de Montréal
Gouvernement du Québec
Government of Canada
Private Sector
Special accommodation tax
4.4%
3.9%
6.3%
16.5%
68.9%
Tourisme Montréal - Distribution of expenditure in 2012
Salaries & benefits
Operating expenses
Sales, marketing & promotion
46
22.5%
7.7%
69.8%
|
|
Tourisme Montréal - 2012 expenditure
Senior Management5.2%
Finance, Administration, HR & IT
5.4%
Business Market27.2%
Marketing33.6%
PR, Research & Product Development
3.7%
Support for events
24.9%
47
Board of Directors
Mr. Michel Archambault
Transat Chair in Tourism / Montreal School of Management (UQAM)
Madame Christiane Beaulieu
Vice Presidente, Communications and
Public Affaires / Aéroports de Montréal
Mr. Pierre Bibeau
Senior Vice President, Communications
and Public Affairs / Loto-Québec
Mr. Bernard Chênevert
General Manager / InterContinental Montréal
Monsieur Jean-Paul de Lavison
President / JPdL
Mr. Yves Devin
Associate Professor
École des Hautes Études Commerciales
Mr. Jacques-André Dupont
Vice President Marketing and
Business Development / L’Équipe Spectra
Mrs. Chantal Gagnon Senior Director , Department
of the Quality of life / City of Montréal
Treasurer
Mr. Michel G. Giguère General Manager / Centre Sheraton Montréal
Vice President
Mr. David Heurtel
President and CEO / Olympic Park
The Honourable Charles Lapointe, PC President and CEO / Tourisme Montréal
President and CEO
Mrs. Debbie Legroulx
Regional General Manager
Passengers - Québec / Air Canada
Mr. Jacques Parisien Executive Vice President and
Chief Operating Officer / Astral Média Inc.
and President / Astral Radio
Chairman
Mr. Richard Payette
General Manager / Fairmont Le Reine Elizabeth
Mrs. Ilene Polansky
Owner / Maestro SVP
Mrs. Danielle Sauvage General Manager and Secretary of the Board
of Directors / Conseil des arts de Montréal
Mr. Marc Tremblay
President and CEO /Société du Palais des
congrès de Montréal
Secretary
Tourisme Montréal Executive Committee
Tourisme Montréal Decisional Forum
Mr. Jacques Parisien
Chairman of Board
Executive Vice President and Chief Operating Officer, Astral
Media Inc. and President, Astral Radio
Mr. Michael Applebaum
Président
Mayor of Montréal
Mr. Michel G. Giguère
Vice President
General Manager
Centre Sheraton Montréal
Mrs. Danielle Sauvage
Secretary
General Manager and
Secretary of the Board of Directors
Conseil des arts de Montréal
Mrs. Chantal Gagnon Treasurer
Senior Director
Department of the Quality of life
City of Montréal
The Honourable Charles Lapointe, PC President and CEO
Officier
President and CEO
Tourisme Montréal
Mr. Pascal Bérubé
Minister for Tourism
Minister responsible for the Bas-Saint-Laurent region
M. Jean-François Lisée
Minister of International Relations, La Francophonie
and External Trade
Minister responsible for the Montréal region
Mr. Michel Leblanc
President and CEO
Montréal Board of Trade
Mr. Gérard Breton
Chairman
Hotels Association of Greater Montréal
Monsieur Jacques Parisien Chairman of the Board
Tourisme Montréal
L’honorable Charles Lapointe
President and CEO
Tourisme Montréal
2012 Tourisme Montréal Partners
Our partners often implement major destination marketing and hospitality initiatives. Many of them also actively participate
in the development of Montréal’s tourism offer. Tourisme Montréal would like to thank them for their financial support and
commitment to helping us attain our common objectives. Tourisme Montréal is proud to be part of these initiatives,as
a partner, which increasingly attest to the shared desire of actively developing and promoting Montréal by pooling and
maximizing our rich collective resources.
Aéroports de Montréal
Air Canada
Association des petits et moyens hôtels de Montréal
Board of Trade of Metropolitan Montreal
Canada Economic Development
Canadian Tourism Commission
Casino de Montréal
Montréal Eaton Centre
Hotel Association of Greater Montréal
Ministère de la Culture et des Communications et de la
Condition féminine
Ministère des Affaires municipales, des Régions et de
l’Occupation du territoire
Ministère du Tourisme du Québec
Old Port of Montréal Corporation
Parc olympique de Montréal
Parks Canada
Port of Montréal
Regroupement des hôteliers du Vieux-Montréal
Société de développement commercial du Vieux-Montréal
Société de transport de Montréal (STM)
Société des alcools du Québec
Société du Palais des congrès de Montréal
Space for Life
VIA Rail Canada
Ville de Montréal
Many festival and events

annual report 2012

Transcription

Similar documents

Raymond Préfontaine

the brochure

Utilisation de lÌnternet pour la Recherche dèmploi et lÒffre de service

1428-1438 Overdale Avenue

RECTEUR _ PDF_EN - Université de Montréal

Quebec

Montréal

Preliminary Program

UdeM at a Glance - Carnet du recteur

2014 Annual Activity Report