feasibility study franco-yukon cultural tourism · 1. yukon’s tourism industry will take a keener...

FEASIBILITY STUDY: FRANCO-YUKON

CULTURAL TOURISM PRODUCTS

FINAL REPORT

Prepared by: SYLVIE BINETTE

In collaboration with:

CHRISTIANE BOISJOLY & ASSOCIATES INC. LUIGI ZANASI

Prepared for: RDÉE YUKON

March 23, 2011

Produced with the financial support of the Canadian Northern Economic Development Agency

FEASIBILITY STUDY: FRANCO-YUKON CULTURAL TOURISM PRODUCTS

Luigi Zanasi, Christiane Boisjoly inc. and Sylvie Binette i

TABLE OF CONTENTS

TABLELIST OF TABLES ………………………………………………………………………………………………….……iii

INTRODUCTION .......................................................................................................................................... 1

MISSION OF RDÉE YUKON........................................................................................................................... 2

VISION OF RDÉE YUKON.............................................................................................................................. 2

OBJECTIVES OF THE STUDY ......................................................................................................................... 3

LONG-TERM RESULTS ................................................................................................................................. 3

BACKGROUND TO FRANCO-YUKON HISTORY, CULTURE AND TOURISM........................................................ 4

CULTURAL TOURISM AND THE FRANCO-YUKON COMMUNITY ..................................................................... 5

FRANCOPHONE CULTURAL TOURISM OFFERING IN YUKON: ANALYSIS OF THE SITUATION........................... 6 Yukon .......................................................................................................................................6 Access ......................................................................................................................................6 National parks and historic sites .............................................................................................7 Main products .........................................................................................................................7 The overall tourism offering....................................................................................................7 Services (e.g., lodging, restaurants, visitor centres, transportation, security) .....................16 Adventure/outdoor recreation product................................................................................17 Circuits and attractions..........................................................................................................17 Season and products .............................................................................................................18

LIST AND CALENDAR OF EVENTS ............................................................................................................... 19

INVENTORY OF FRANCO-YUKON CULTURAL HERITAGE .............................................................................. 22

STRENGTHS AND WEAKNESSES OF THE FRANCO-YUKON TOURISM OFFERING............................................ 25 Issues and challenges ............................................................................................................27 Strategies, strengths and opportunities................................................................................27 Strategies, weaknesses and opportunities............................................................................28 Strategies, strengths and threats ..........................................................................................28

EVALUATION OF DEMAND ........................................................................................................................ 29 The current market................................................................................................................29 Profile of Francophone visitors to Yukon ..............................................................................30 Target markets.......................................................................................................................31 Trends for 2011 .....................................................................................................................32


Luigi Zanasi, Christiane Boisjoly inc. and Sylvie Binette ii

PRODUCT DEVELOPMENT: PROCESSES AND PRESUMPTIONS..................................................................... 33 Public consultations...............................................................................................................34 Evaluation criteria..................................................................................................................34 Theme-based products and offering .....................................................................................35 Feasibility study and assumptions.........................................................................................35

THE PRODUCTS: THEIR DESCRIPTION, THE FEASIBILITY STUDY AND THE MARKETING STRATEGY................. 37

FRANCOPHONE PACKAGE: DESCRIPTION, FEASIBILITY STUDY AND MARKETING STRATEGY ........................ 39 Description.............................................................................................................................39 Feasibility study of the “Francophone Package” product .....................................................40 Marketing strategy for the “Francophone Package” ............................................................42 Promotion..............................................................................................................................43

MIXED CIRCUIT: DESCRIPTION, FEASIBILITY STUDY AND MARKETING STRATEGY ........................................ 45 Description.............................................................................................................................45 Feasibility study for the “Mixed Circuit” ...............................................................................47 Marketing strategy for the “Mixed Circuit” ..........................................................................49

INN/CULTURAL CENTRE ............................................................................................................................ 52 Description.............................................................................................................................52 Feasibility study of an Inn/Cultural Centre............................................................................53 Feasibility: the cultural centre...............................................................................................53 Feasibility: The inn.................................................................................................................55 Feasibility: a café ...................................................................................................................59

ACTION PLAN ........................................................................................................................................... 59

BIBLIOGRAPHY ......................................................................................................................................... 62

APPENDICES ............................................................................................................................................. 63


Luigi Zanasi, Christiane Boisjoly inc. and Sylvie Binette iii

TABLELIST OF TABLES Table 1.1 Inventory of Yukon’s tourism product, by region, with service provided in French…………………………………………………………………………………………………………………9-14 Table 2.1 List of events, by month, with service in French …………….……………………19-21 Table 3.1 Materials related to Franco-Yukon tangible and intangible heritage………… 24 Table 3.2 Associations, museums and organizations……………..…………………………………24 Table 4 Strenghts, weaknesses, opportunities and threats to Yukon’s tourism offering ……………………………………………………………………………………………………………………………. 26 Table 5 Numbers of parties of Francoiphone visitors ……………………………………………..29 Table 6 Profile of Francophone visitors to Yukon..…………………………………………………..31 Table 7 Criteria for assessing the selected products……………..……………………………… ..35 Table 8 Capital Costs for the “Francophone Package”……………………………………………. 41 Table 9 Marketing costs of the “Francophone Package”………………………………………. 44 Table 10 Capital costs for the “Mixed Circuit”……………………………………………………… 48 Table 11 Marketing costs for the “Mixed Circuit”…………………………………………………. 51 Table 12 Capital cost for the Cultural Centre……………………………………………………….. 54 Table 13 Calculation of construction costs for an inn………………………………………….. 56 Table 14 Calculation for total revenues from the inn ………………………………………… 57 Table 15 Operating costs and pro forma results ………………………………………………….. 58 Table 16 Construction costs-café…………………………………………………………………….….. 59 Table 17 Calendar of activities for marketing the products ………………………………. 60-62


Luigi Zanasi, Christiane Boisjoly inc. and Sylvie Binette 1

INTRODUCTION

RDÉE Yukon, the economic development branch of the Association franco-yukonnaise (AFY), commissioned a team of consultants to conduct a feasibility study. The team included Sylvie Binette, Christiane Boisjoly and Luigi Zanasi. In this report, they present the stages involved in developing three Franco-Yukon cultural tourism products. The products were selected following consultations with partners and the community.

The consultants’ mandate was to identify the factors that would be conducive to creating two Franco-Yukon cultural tourism travel products. To do this, they first looked to the past––to the Francophone legacy in the territory––and to the present––to the vitality of Yukon’s Francophone community––in order to envision the types of exchanges that could be established between Franco-Yukoners and Francophone visitors. They then prepared a feasibility study and developed a marketing strategy. They met with Francophone and Francophile artists, artisans and entrepreneurs; AFY staff responsible for culture; the RDÉE Yukon; and Anglophone partners. The purpose of the consultations was to elicit ideas for projects. Three ideas were chosen; the feasibility of two of those ideas will be examined in this report.

This report introduces the concept of cultural tourism in the Franco-Yukon setting and offers an analysis of the demand for and supply of Franco-Yukon tourism. It includes an exhaustive inventory of the Franco-Yukon tourism offering, a calendar of events that take place annually in Yukon, and an inventory of the Francophone community’s historic heritage. It also provides an assessment of the current Francophone tourism market, market trends and a profile of Francophone visitors to Yukon. The report includes an analysis of the strengths and weaknesses of the current Franco-Yukon tourism offering, opportunities to expand it and threats to its development. It also proposes strategies intended to offset any weaknesses of these products and threats to them.

The three products chosen (Francophone Package, Mixed Circuit, and Inn/Cultural Centre) are described in the second section of this document. This section contains the feasibility study and marketing strategy for two of the products identified. The study shows that it will be possible to introduce such products, but that a partnership with existing businesses and organizations will be necessary for both of the projects studied. It also makes recommendations for costs, prices, partners and themes to adopt in order to facilitate the products’ implementation. This section also contains a timetable for a three-year action plan to guide their execution.

The consultants used a variety of resources and methods to present the most comprehensive analysis possible of the supply of and demand for Francophone tourism products in Yukon. More specifically, they:

• conducted mini-surveys at nature centres, Parks Canada, Yukon parks and selected museums;

• consulted with the Francophone community and partners in tourism;

• met one-on-one with entrepreneurs in the tourism industry;

• collected information from databanks;

• compiled information from the Canadian and international tourism industries;

• consulted with the Yukon Department of Tourism and Culture.



The following participants1 were involved in preparing this report. The consultants would like to thank all those who participated:

• RDÉE Yukon

• Tourism partners of RDÉE Yukon

• Cultural branch of AFY

• Members of the Francophone community and partners in the Anglophone community who

participated in the consultations

• Organizations that responded to the survey

• Business people who graciously shared information with us.

MISSION OF RDÉE YUKON

RDÉE Yukon’s actions are founded on four main objectives: 1. Create conditions conducive to establishing, developing and expanding tourism businesses that

offer service in French.

2. Improve Yukon entrepreneurs’ access to Francophone tourism markets by forging strategic partnerships with members of the tourism industry in Yukon and Francophone communities in Canada and around the world.

3. Develop and distribute tools to promote French-language tourism services in Yukon for the media, the tourism industry and anyone interested in obtaining information in French about tourist attractions in Yukon.

4. Ensure that Francophone visitors to the territory receive information and service in their language from the visitor information centres operated by the different levels of government.

VISION OF RDÉE YUKON

The Yukon Territory is one of the few places in the world where natural resources are still abundant and conditions are particularly good for developing tourism. The markets identified by RDÉE Yukon for developing Francophone tourism are Quebec, France, Switzerland and Belgium. Together with its many partners and members of the tourism industry, RDÉE Yukon works toward developing a long-term development strategy in order to create, promote and support initiatives that will benefit Yukon’s French-speaking community and all of Yukon as well.

1 The names of the organizations, companies and individuals are not disclosed in this report.



OBJECTIVES OF THE STUDY

The objectives of this feasibility study were to: 1. Strengthen the capacities of the Francophone community and entrepreneurs to offer French-

language services in Yukon.

2. Strengthen the territory’s strategic positioning in Francophone tourism markets.

3. Highlight the historical and cultural heritage of the Franco-Yukon community.

LONG-TERM RESULTS

RDÉE Yukon expects this study to yield long-term results. In particular, it is hoped that: 1. Yukon’s tourism industry will take a keener interest in incorporating Franco-Yukon heritage in its

products and services. For example, museums could be allowed to include elements of Franco-Yukon heritage in their exhibits, or an inbound tour operator might be interested in proposing a Franco-Yukon cultural tourism package.

2. Tour operators and agencies that market Yukon as a destination to Francophone clients will be

interested in including a Franco-Yukon cultural tourism product. 3. It will be possible to gain deeper knowledge of what is currently available on the market and the

trends that are of interest to the target markets. 4. The number of Francophone tourists to Yukon will increase and benefit from quality products

offered in French. 5. A Francophone cultural tourism product will encourage the Yukon Department of Tourism and

Culture to continue its promotion efforts in Francophone markets. 6. The development of a Franco-Yukon cultural tourism product will help strengthen the Franco-

Yukon community’s identity and heritage, and ensure the vitality and survival of French arts and culture in Yukon.

7. The development of a Franco-Yukon cultural tourism product will stimulate economic

development in the Francophone community and the Yukon community at large. « Avec la grande corneille, la lune et le soleil, ils se sont installés au-delà des glaciers. Tout à apprivoiser, tout à célébrer » (Le Yukon m’appelle, Association franco-yukonnaise, 1991, audiocassette)



BACKGROUND TO FRANCO-YUKON HISTORY, CULTURE AND TOURISM

Yukon’s Francophone community can trace its roots back to the days of the early explorers and fur traders, before the Klondike Gold Rush. Letters, archived documents, reference works and literature attest to a Francophone presence in Yukon dating back to 1826 as part of the Franklin expedition. Stories of the lives of the earliest colonists and the roles they played in history, as well as the stories of those who followed after, hold enormous potential for building up Franco-Yukon tourism. Discoveries of trades and professions practised in the past also fit in very nicely with new trends in tourism. In 2007, the Government of Yukon proclaimed May 15 Yukon Francophonie Day to highlight the continued contributions of Francophones to the economic, social, cultural and artistic development of the territory. This official recognition is significant and further bolsters the development of the Francophone community. Although not a large segment of the population, the community is active in all spheres of activity throughout the territory. Today, the Francophone community is not only recognized, but it is also visible and ensconced in Yukon society. According to Statistics Canada’s 2006 census figures, more than 3,550 people -- almost 12% of people living in Yukon -- speak French. Public shows, festivals and special events play an important role in extending the reach of Yukon’s Francophone community. These events -- and there are many in Yukon -- are major tourist attractions and contribute to the community’s cultural enrichment. Thanks to them, emerging artists can be discovered, and locals and visitors alike can enjoy unique opportunities to get together and discover Yukon’s diversity. Efforts by the Francophone community and business people to play up the attractions, products and services offered in Yukon also yield opportunities to create a more innovative tourism offering and respond to market demand. The value added by a Francophone tourism product is apparent in its contribution to making Yukon a more attractive tourist destination for clients in the current target markets. What’s more, an innovative and diversified tourism offering is better at meeting the needs and expectations of tourists and opens new markets. The cultural heritage and history of the Francophone community are integral parts of the life and landscape of Yukon and therefore merit as much consideration for local clients as they do for visitors. In fact, the legacy left by French visitors and residents over the years, the vitality of the community today, and the Francophone cultural tourism offering are all essential components for creating a cultural tourism product.



CULTURAL TOURISM AND THE FRANCO-YUKON COMMUNITY

Cultural tourism was born in the 1980s, with the phenomenon of globalization, which led to standardizing customs and traditions throughout the world. In 1985, the World Tourism Organization (WTO) released a definition of cultural tourism. According to the WTO, the expression “cultural tourism” means:

The movements of persons to essentially cultural motivations such as study tours, performing arts and cultural tours, travel to festivals and other cultural events, visits to sites and monuments, travel to study nature, folklore or art, and pilgrimages. In the broader sense, it is defined as: “All movements of persons, … because they satisfy the human need for diversity, tending to raise the cultural level of the individual and giving rise to new knowledge, experience and encounters.” [Richards, Cultural Tourism in Europe, 2000, p. 23]

The natural and cultural heritage of a place consists of historical sites, traditions, artistic performances and festivities, and includes the stories of the lives of both legendary and ordinary people. All these assets, which reflect the diversity of the territory’s inhabitants, make for authentic experiences for visitors. Cultural tourism is therefore deemed to be an important source of economic development for any destination. It is said that cultural tourism has everything necessary for sustainable tourism. It is a form of tourism that will continue to be viable in the long term and will benefit the region’s social, economic and cultural environment. Pairing tourism with Franco-Yukon culture would be a first for Yukon. A partnership of this type will generate significant spinoffs for the community and participating businesses. In terms of culture, it will offer numerous advantages for the Franco-Yukon community, cultural organizations, publishers and broadcasters, as well as artists and professionals working in the arts. These advantages include increasing audience size, gaining access to international markets, discovering and promoting local talent, possibilities for sponsorships and cost sharing in marketing campaigns. Cultural tourism will enable tourism businesses to use such an offering to their advantage by meeting the demand from this type of clientele. It will help those businesses stand out from other local businesses. Offering a cultural product will also create jobs and generate revenues for businesses and regions. Higher revenue makes it easier to apply for funding. Since cultural tourism is very closely linked to regional development, the assumption can be made that it will nurture a sense of belonging among the members of the community. In turn, it will spark a desire to project the image of the Franco-Yukon community to the rest of the country and abroad. Without a doubt, contact between visitors and members of a community, where creativity, a taste for adventure and a desire to share combine, can make for an unforgettable experience. In the process, there will be positive financial, social and cultural spinoffs. The value added through Franco-Yukon cultural tourism is that of developing a unique, authentic and sustainable offering.



FRANCOPHONE CULTURAL TOURISM OFFERING IN YUKON: ANALYSIS OF THE SITUATION

The tourism marketing study prepared for RDÉE Yukon by consultant Marie-Andrée Delisle and associates in 2004 (Plan de marketing touristique pour le RDÉE Yukon) provides an exhaustive description of Yukon’s complete tourism offering, including Francophone products. Delisle recommended strategic courses of action for each type of activity, potential markets, and a marketing strategy for a Francophone cultural tourism product. She also made recommendations for offsetting weaknesses in the Yukon tourism offering at the time of writing. The purpose of the current study is not to reproduce the Delisle report, but to assess whether the overall Francophone tourism offering has changed since 2004. We have prepared an exhaustive inventory of the offering and added a Franco-Yukon cultural offering and products associated with the territory’s tangible and intangible heritage. The inventory of the current Franco-Yukon tourism offering is therefore comprised of touristic, cultural and historic components.

Yukon Yukon is a territory connected to British Columbia and Alaska by highways. Many places are easily accessible by road, whether for hunting, fishing or adventure tourism. Most roads are in excellent condition and offer travellers exceptional scenic vistas. This makes it an ideal destination for those travelling by recreational vehicle. Yukon also has the advantage of being able to provide motor coach service to tourists en route to and from cruises along the Pacific coast. The territory’s accessibility and reputation for its extraordinary scenery and the ever-authentic quality of its tourism offering make it a destination that still sparks the imagination of travellers. (Gestion-conseil J.-P. Corbeil inc., 2008)

Access

• The largest airport is in Whitehorse; the 2nd largest is in Dawson City.

• Whitehorse is directly accessible by air from three major western Canadian cities (Vancouver, Edmonton, and Calgary) and from the European cities of Frankfurt and Zurich.

• Several seaplane and bush plane companies fly to all corners of the territory and to fly-in hunting and fishing lodges.

• The main highway, the Alaska Highway, crosses the territory and connects Yukon to Alaska to the west. To the north, Yukon is connected to Alaska by the Top of the World Highway.

• Another major highway, the Dempster Highway, connects Dawson City to the Northwest Territories as far as Inuvik to the north. It is partly paved, and there are many campgrounds along the way, as well as a service station/hotel, a restaurant at Eagle Plains and two small First Nations villages.

• Road travel is very popular with American and Canadian travellers who have recreational vehicles.



National parks and historic sites Yukon has numerous national parks and historic sites, the most famous being Kluane National Park, the Chilkoot Trail and the Dawson Historical Complex.

• Kluane National Park: Visitors can enjoy many activities, including hiking, whitewater rafting, climbing, cycling, mountain biking, canoeing, taking self-guided tours along nature trails. A UNESCO world heritage site.

• Chilkoot Trail National Historic Site of Canada: The Chilkoot Trail crosses the international boundary between Canada and the United States, and has been officially designated by Canada and the United States as a component of the Klondike Gold Rush International Historic Park.

• Dawson Historical Complex National Historic Site of Canada traces the story of the Klondike Gold Rush and portrays, among other things, the evolution of mining techniques and the remarkable stories of success and failure.

Main products

• Hunting and fishing are very popular sporting activities.

• Adventure tourism is highly prized: canoeing, hiking, nature study, etc.

• Business tourism is important: mining, natural resources.

• The landscape is magnificent and the scenic vistas from the roads are breathtaking.

• Dog-sledding is also very popular.

• Watching the northern lights is a wintertime activity, but less so than in the Northwest Territories.

The overall tourism offering It can be said that Yukon’s overall tourism offering is still characterized by adventure, vast expanses and the accessibility of the wilderness. Certain regions capitalize on the Gold Rush and First Nations culture as themes. The list of products and infrastructures in each region shows that each region has exceptional sites for visitors to enjoy and activities for adventure-seekers and outdoor sports buffs. Table 1.1 lists, by region, the tourism products available in French and businesses that offer service in French. This list is based on up-to-date data from RDÉE Yukon, the 2011 Yukon Vacation Planner, and the directory of tourism businesses and services in Yukon (French guide published in 2008). The notation of services offered in French is broken down into services offered year-round (*) and services offered in season or on demand and based on the availability of employees (**). Yukon offers an attractive array of products and services in French in the following tourism categories: adventure, attractions, history and culture, as well as lodging and restaurants. Almost all natural attractions and cultural and historic sites are referenced in the French version of the Yukon Vacation Planner. However, since they are not businesses, it is difficult to assess capacity to welcome visitors in French. It is safe to say that the many sites operated by Parks Canada offer



products and experiences in French and the French version of Yukon’s Wildlife Viewing Guide (Guide de l’observation de la faune et de la flore du Yukon) published by Environment Yukon give visitors the opportunity to visit natural attractions and learn about animals and plants in French. While the Whitehorse and Klondike (Dawson City) regions offer the greatest number of tourism products in French, neither region offers a Francophone cultural tourism products. A few products (packages) are intended for a Francophone market. They are found primarily in and around Whitehorse, Dawson City and Kluane.



Table 1.1 Inventory of Yukon’s tourism product, by region, with service provided in French (*year-round, **season/demand)

Region Site Leisure and

outdoor recreation

Adventure Tourist attraction

History and culture Lodging Restaurants and

picnic areas

Watson Lake

• Wye Lake • Liard Hot

Springs

• Lucky Lake Recreation Site

• Rancheria Falls Recreation Site

• Albert Creek Bird Banding Station

• Visitors’ Centre • Sign Post Forest • BC Yukon Air

Historic Hangar

• Northern Lights Space & Science Centre**

• Belvedere Hotel**

• Gateway Hotel** • Big Horn Hotel • Downtown RV

Park • Northern Beaver

Post Cottages

• Morlay River Recreation Site

Southern Lakes

• Emerald Lake • Spirit Lake • Carcross

Desert • Swan Haven

at March Lake • Bove Island • Quiet Lake • Teslin Lake

Observatory • Nisutlin Delta

• Bennett, Marsh, Tagish, Kookatsoon lakes

• California, Bennett and Army beaches

• Annie Lake • Tagish Bridge • Johnson's

Crossing • Teslin run on the

Yukon River • Nisutlin River

and Delta

• Chilkoot Trail/ Parks Canada*

• Alayuk Adventures*

• Blue Kennel and Dogsled Trips**

• Carcross Visitors’ Centre**

• Matthew Watson General Store

• Watson Caribou Hotel

• Caribou Crossing Trading Post

• Venus Processing Mill

• Artisans of Teslin

• White Pass & Yukon Route Railroad

• Caribou Crossing Trading Post

• Museum of Yukon Natural History

• George Johnston Museum

• Teslin Tlingit Heritage Centre**

• Spirit Lake Wilderness Resort**

• Dunroamin' Retreat*

• Inn on the Lake**

• Tagish Stores, Café, Hotel & RV Park**

• Tagish River Bridge Campgrounds

Two hotels and a nature centre in the Watson Lake region offer service in French. Watson Lake is the gateway to Yukon for all tourists coming into the territory on land routes. Francophone visitors come from Quebec and other French-speaking regions of the country as well as from abroad. French service does not appear to be available at the Visitor Information Centre. Several businesses in the Southern Lakes region offer service in French during peak season and on request at the Visitor Information Centre, at one campground and by three adventure tour operators.



Table 1.1 (cont.) Inventory of Yukon’s tourism prod uct by region with service provided in French (*year-round, **season/demand)


outdoor recreation

Adventure Tourist attraction History and culture Lodging Restaurants and

picnic areas

Whitehorse

• Canyon Miles

• Fish Lake • Lake

Laberge

• Miles Canyon and Grey historic trails with YCS**

• Fish Lake • Gunnar Neilsen

& Mickey Lammers Forest Research

• Millennium Trail • Mountainview

and Meadow Lakes golf courses

• Takhini Hot Springs**

• Canada Games Centre

• Swimming at Long Lake

• Alayuk Adventures*

• Boréale Mountain Biking*

• Casaventures* • La Compagnie

Boréale des guides*

• Sky High Wilderness Ranch*

• Nadventure Tourism*

• Shine Valley Yukon Sleddog*

• Yukon Fishing Adventures*

• Yukon Wings & River Cruises*

• Northern Tales Travel Services**

• Kanoe People** • Muktuk Kennels** • Nature Tours of

Yukon** • Ruby Range

Adventure** • Tatshenshini

Adventures** • Up North

Adventures** • Cathers

Wilderness Adventures**

• Whitehorse Visitor Information Centre*

• Fish Ladder** • Yukon Quest Int'l

Race** • Frantic Follies • Yukon Wildlife

Preserve • Arts in the Park • Trolley

• S.S. Klondike* • McBride

Museum** • Beringia

Interpretation Centre**

• Guided tours – Yukon Historical and Museum Association**

• Yukon Transportation Museum

• Copperbelt Railway and Mining Museum

• Yukon Arts Centre

• Old Log Church Museum

• Yukon Archives

• Best Western Gold Rush Inn **

• Canada Best Value Inn Riverview Hotel**

• High Country Inn**

• Westmark Klondike Inn**

• Westmark Whitehorse Hotel & Conference**

• Versleuce Meadows B&B**

• Takhini River Lodge*

• Lead Dog Backpacker Inn*

• Almost Home B&B*

• La Bicicletta B&B*

• Casey's B&B • Home Bon

accueil B&B* • Sky High

Wilderness Ranch*

• Sundog Retreat**

• Muktuk Adventures & Guest Ranch**

• Inn on the Lake**

• The Cellar* • Bocelli's

Pizzeria** • The Chocolate

Claim** • The KEBABery** • Antoinette Slow

Food** • Westmark

Whitehorse Steele Street**

___________ Other services: • Norcan* car

rental • Alpine Bakery** • 3 Beans Natural

Food** • Gold Original By

Charlotte** • Latitude

Destinations Mng./Yukon Adventures Company** (inbound)

• Synergie* (entrepreneur)

• Maxxim Vacations** (inbound tour operator)

• Nanuq Adventures inc.** (DMC outside





outdoor recreation


picnic areas

• Blue Kennels and Dog Sled trip**

• Anderson Vacations**

• Breath of Wilderness Adventures Tours**

• Cabin Fever Adventures**

• Taïga Journeys** • Yukon River

Cruises Ltd.**

Caribou RV Park*

• Robert Service** Service Campground**

• Takhini Hot Springs campground**

Yukon) • A-Zita Tours*

(DMC outside Yukon)

In terms of Francophone products and services, the tourism offering in the Whitehorse region is far more structured and diversified. Many places of accommodation offer service in French year-round (8) or on demand/in season (12). The Visitor Information Centre and one car rental company offer service in French year-round. Five restaurants offer service in French on demand/in season (5). There are adventure tourism products designed for a Francophone market (9), and a number of products are offered in French on demand/in season (14). Certain tourist, cultural and historic attractions (5) offer service in French only on demand/in season, whereas Parks Canada offers service in French at all times at all its tourist attractions. The availability of tourist, cultural and historic products in French is still limited, however: there are approximately 20 such products available in Whitehorse. In most cases, the overall product offering is limited to the summer season, but some adventure products geared to the Francophone market (4) are available in winter. The same can be said for most lodgings (7), not including campgrounds.





outdoor recreation


picnic areas

Kluane

• Kluane National Park*

• Kluane and Kathleen lakes

• Mount Logan Icefields

• Kusawa and Aishihik lakes

• Pine Lake • Dalton

Post • Burwash

Landing

• Numerous hiking trails in Kluane N.P.*

• Fishing on Kathleen River and Lake with Dalton Trail Lodge*

• Whitewater rafting (Alsek and Tatshenshini rivers)*

• International cycling race

• Sifton Air** • Tatshenshini

Expedition* • Kluane Ecotours

• Kluane Visitor Centre**

• Tachäl Dhäl (Sheep Mountain) Interpretive Centre**

• Beaver Creek Visitor Information Centre**

• Village Bakery • Silver City and

the Arctic Institute

• Kluane Museum of Natural History**

• Village of Klukshu

• Bluegrass Music Festival

• Dä Ku Champagne and Aishihik Cultural Centre

• Tincup Wilderness Lodge*

• Silver City* • Kluane B&B* • Dalton Trail

Lodge** • Mendenhall

Malamute B&B** • Cabin B&B** • Westmark Inn

Beaver Creek** • Westmark RV

Park**

No service in French

Campbell Region

• Faro • Ross River • Wildlife • Fisheye

Lake • Quiet

Lake

• Lapie Canyon • Ross River • Canol Footbridge • Dena Cho Trail • Tatchun/

Frenchman roads

• North and South Canol Road

• Campbell Region Interpretive Centre**

• Mount Mye Sheep Centre

• Crane and Sheep Festival**

• Frances Lake Wilderness Lodge**

• John Connolly Campground & RV Park**

• Faro Studio Hotel


The Kluane region offers tourists outdoor/nature experiences (hiking, wilderness camping, fishing, rafting and mountain climbing on Mount Logan). This offering is remarkable owing to the proximity of Kluane National Park. Few products are offered in French,* aside from lodging (8), visitor information centres (2), the tourist attractions at Kluane Park, and a few recreation and adventure products (3)



that are open only during summer. No restaurant offers service in French. In winter, visitors can cross-country ski along some of the trails in the park. Only the Kluane B&B in Silver City provides service in French* in winter. This inn also offers an adventure package in summer. The Campbell region offers very few products in French: one inn with adventure tourism in an area accessible only by water or air and one tourist attraction. The Frances Lake Wilderness Lodge is the only inn that offers a winter adventure product in this region.

Table 1.1 (cont.) Inventory of Yukon’s tourism prod uct by region with service provided in French (*year-round service, **seasonal demand)

Region Site Leisure and outdoor recreation Adventure Tourist

attraction History and

culture Lodging Restaurants and picnic

areas

Silver Trail

• Milepost • Stewart Crossing • Moose calving area • Old village of Mayo • Mount Haldane

Gardens • Duncan Creek Loop • Five Miles and Ethel

lakes

• Alpine Ecology • Panning for gold in

the stream • Mayo Air*

• Keno City Alpine Interpretive Centre

• Art studio • Mayo Midnight

Marathon

• Keno City Mining Museum

• Binet House Museum

• North Star Motel* • Keno Cabins

B&B

• Keno Snack Bar

North Yukon

• Old Crow Village • Herschel Island

(territorial park) • Ivvavik National

Park** • Vuntut National

Park** • Ni'iinlii Njik (Fishing

Branch) Ecological Reserve

• Blackstone Highlands

• Tombstone Mountain Interpretive Centre

• Bonnet, Plume, Peel, Wind and Snake rivers

• Dempster Highway to the to the Arctic Circle

• Tombstone Territorial Park (hiking)

• Arctic Circle • Camping Rock

River

• Bear Cave Mountain Eco-adventures

• Tombstone Interpretive Centre

• Dempster Highway

• John Tizya Information Centre (Old Crow)

• Friends of Dempster Country (natural history events)

• Bensen Creek Wilderness Adventure & Retreat*




The Francophone tourism offering in the Silver Trail region is very limited: one inn and one adventure product. Mayo is home to the Binet House Museum and Interpretive Centre, a Francophone heritage site. French service is not available at this site. The natural sites in northern Yukon are spectacular: two national parks that offer service in French on request and one inn that offers adventure tourism packages all year round.

Table 1.1 (cont.) Inventory of Yukon’s tourism prod uct by region with service provided in French (*year-round service, **seasonal demand)


outdoor recreation


picnic areas

Klondike

• Midnight Dome

• Top of the World Highway

• Five Finger Rapids

• Dawson City

• Top of the World Golf Course

• Ridge Road Trail • Riverfront

Boardwalk, Carmacks

• Agate Trails

• Dawson City Visitor Information Centre**

• Commissioner’s Residence**

• Diamond Tooth Gerties Gambling Hall**

• Music festival • Robert Service

Cabin • ODD Gallery

• S.S. Keno and Dredge No. 4 national historic sites*

• Guided tour of Dawson – Parks Canada*

• Dawson City Museum & Historical Society*

• Discovery Claim National Historic Site*

• Dänojà Zho: Tr'ondëk Hwëch'in Cultural Centre**

• Jack London Interpretive Centre

• Big Jonathan Interpretive Centre – Pelly Crossing

• Fort Selkirk • Tagé Cho Hudän

Interpretive Centre – Carmacks

• Aurora Inn* • Klondike Kate's* • White Ram Manor

B&B* • Bombay Peggy's • Downtown Hotel** • Eldorado Hotel** • Midnight Sun

Hotel** • Whitehouse

Cabins** • Triple J Hotel** • Westmarks Inn

Dawson City** • Dawson City

River Hostel**

• Klondike Kate's* • La Table on 5th* • Bonanza Dining

Room** • Riverwest

Cappucino & Bistro**

Other: • Northern

Wonders Gift Shop**

• Dawson City General Store**

• Wild & Woolly • Klondike Visitors

Association** • Centre de la

Francophonie de Dawson*



The tourism offering in the Klondike region is mostly cultural and explores the themes of the Gold Rush and First Nations culture. Francophone products and services are available at Parks Canada’s national historic sites (4). French service is available on request at a few tourist attractions (4). The highest concentration of French services in this region during peak season is offered at restaurants and places of lodging, particularly in Dawson City.

Photo: Josée Savard Photo: Government of Yukon



The inventory demonstrates that certain regions offer better products than others. It is essential to offer basic services before even contemplating offering Francophone cultural tourism products. Some businesses offer very high quality service, but most Francophone products are not ready for export (Market Ready/Trade Ready)2 in accordance with the criteria established by the Department of Tourism and Culture. Those looking for a taste of the wild with a certain level of comfort can find some soft adventure products in French in Whitehorse, Yukon’s northern region, the Kluane region and the Robert Campbell region. The Watson Lake region has nothing.

Services (e.g., lodging, restaurants, visitor centres, transportation, security) Lodging, restaurants, visitor centres, security and transportation are all essential components of any tourism offering, regardless of whether or not service is available in French. It is clear that, in Yukon, the quality of these services and the Francophone tourism offering vary from one locality to another. The regions of Whitehorse, Dawson City and Kluane offer the most in the way of French services and products, especially for Francophone visitors. Whitehorse now offers very comfortable lodging for all budgets, and service is available in French at all times. According to the Répertoire des entreprises et services touristiques du Yukon published by RDÉE Yukon in 2008, out of a total 132 places of lodging (hotels, motels, B&Bs, campgrounds, RV parking sites) across Yukon, 11 offered service in French year-round, 32 offered service in French on request. This represents almost 30% of the entire lodging offering. Campgrounds operated by the Yukon Government and Parks Canada are not included in the data. Of the 22 restaurants included in the 2011 Yukon Vacation Planner, 22 offer service in French. These data do not seem to reflect a true image3 of the number of restaurants that exist in Yukon,

2. Market Ready/Export Ready criteria according to the Yukon Department of Tourism MARKET READY:

Maintain good standing of all applicable licenses, insurance and legislative requirements. Have marketing materials such as a brochure, rack card or website. Be able to respond to inquiries in 24-48 hours or less and take reservations/booking requests within 24 hours during the operating season. Provide a telephone number or email contact year-round. Provide automated response through voice mail and/or email if closed for the season. Have an industry standard consumer billing, payment and cancellation policy. TRADE READY: Meet all the mandatory market-ready criteria. Have a trade-oriented billing, payment and cancellation policy for group and FIT (Free Individual Travellers; groups of 1 to 8 people) bookings. Have been market-ready for at least one year, or have successfully operated a tourism business working with the travel trade and with a proven track record for safe and professional operation. Offer wholesale (net) pricing to receptive (inbound) tour operators and international tour operators throughout the negotiated time period and prepared to provide those rates at least one year in advance of the selling season, e.g., May 2011 for the 2012 summer/fall travel season. Winter pricing should be ready in February 2011 for the winter season starting November to April 2012.

3. Businesses that do not meet the Market-Ready/Trade-Ready criteria cannot be included in the Yukon Vacation

Planner. What’s more, inclusion is not free. This has an impact on the number of businesses that appear in the guide.



particularly in Whitehorse and Dawson City. What’s more, no restaurants are indicated for certain communities, such as Mayo, Keno, the Dempster-Klondike highways crossroads, etc.

Adventure/outdoor recreation product Yukon offers an abundance of the following types of products.

• Dog-sledding and ski-joring

• Hiking

• Canoe, kayak and rafting expeditions

• Pontoon expeditions

• Camping excursions

• Horseback riding

• Cross-country skiing and snowshoeing

• Wildlife and plant observation

• Northern lights observation

• Nature trails (with or without guides)

• Hunting and fishing

• Snowmobile and ATV expeditions

• Seaplane tours As mentioned in the 2004 Delisle Report, these types of activities are complemented by:

• educational wildlife experiences

• contact with First Nations peoples

• gourmet cuisine that is often inspired by wild and locally-sourced food products

• authentic experiences, i.e., contact with nature and local residents. At least 25 businesses in the Whitehorse, Southern Lakes and Kluane regions offer service in French on a seasonal basis. Of the approximately 60 adventure tourism operators (summer/winter), 13 offer service in French* and 12 provide service in French on request.**

Circuits and attractions Circuit tourism continues to be the most popular form of tourism among visitors to Yukon, whether Francophone or not. According to the 2004 Yukon Exit Survey, the activities most popular with tourists during their visit to Yukon were visiting natural sites (58%) and visiting museums and historic sites (58%). The inventory of the tourism product offering in Yukon (Table 1.1) aptly illustrates the number of activities available and the number of attractions for which service in French is available at all times* or on request**: Sites: 50 mentions, including 1 that offers service in French* and 2 on request** Outdoor activities: 39 mentions, including 3 that offer service in French* and 2 on request** Tourist attractions: 35 mentions, including 1 that offers service in French* and 11 on request** History and culture: 30 mentions, including 5 that offer service in French* and 8 on request**



Thanks to the quantity of activities available, visitors can either follow a recommended route or prepare their own à la carte itinerary. Three packages developed for the Francophone market are offered in three Yukon regions. One package focuses on Dawson City’s history, another package focuses on nature adventures in the Kluane region, while another focuses on health in Whitehorse. These packages last, on average, 4 days and 3 nights, and were developed in collaboration with Synergie Industries inc. and marketed by individual entrepreneurs (Klondike Kate’s in Dawson City, Kluane B&B in Silver City, Dalton Trail Lodge in Haines Junction and Takhini Hot Springs in Whitehorse). The company P.R. Services also produces CD-ROMs for promotion. Adventure businesses provide à la carte guide services at tourist sites and some museums. However, the product offered at these tourists, historic and cultural sites where service is available in French could be improved. The tourism offering where service is available in French consists mainly of Parks Canada’s historic sites and National Parks. A brief survey at non-government-run museums and nature centres revealed an interest in providing service in French. However, recruiting Francophone personnel or obtaining financing to translate exhibits is difficult. The Dawson City Museum is translating the content of its exhibit for the 2010-2011 seasons. The guided tours offered in French by the Yukon Historical and Museums Association (YHMA) were very popular during the 2010 season. French-speaking visitors represented 30% of the total number of visitors (758). The consultations demonstrated that Parks Canada (in Dawson and Whitehorse) was enthusiastic about plans for Franco-Yukon cultural tourism. In 2010, 300 French-speaking visitors (2% of the total number of visitors) went on a guided tour of the S.S. Klondike and 474 Francophones (2% of the total number of visitors) toured the Dawson Historical Complex on their own. There are currently no cultural products or tourist attractions that deal exclusively with Yukon’s French character and presence.

Season and products Most tourism products in Yukon are offered in summer, when most tourists visit Yukon. Certain adventure tourism products and places of lodging that offer service in French are available in winter. These products are intended for a much smaller client segment. They are very appealing for Europeans. Of the 25 businesses that offer an adventure product in French* and service in French on request,** 10 offer a product in winter. In most cases, dog-sledding is very popular. Yukon hosts international events and competitions in winter (dog-sled races which draw many Francophone participants, snowmobile races, runs, ski competitions and festivals - see the Events section).



LIST AND CALENDAR OF EVENTS Table 2.1 lists Yukon’s annual calendar of events, most of which attract only local residents, apart from international events such as the Yukon Quest, the Ultra Challenge, and the Yukon River Quest, which attract both locals and visitors. Events indicated with a single asterisk are events offered in French that are organized either by AFY in Whitehorse or by the Centre de la Francophonie in Dawson. Events that have a Francophone component are indicated with a double asterisk.

Table 2.1 List of events, by month, with service i n French

Mont Whitehorse Dawson City Haines Junction Mayo Faro Watson Lake Teslin

January

• Whiteout snowmobile racing

• Robert Service memorial dinner

• Robert Burns dinner

• New Year’s Day Snow Machine Poker Run

• Alcan 200 Int’l Snow Machine Road Rally

February

• Frostbite Music Festival • Yukon Quest Int'l Sled

Dog Race • Yukon Arctic Ultra • Sourdough Rendezvous • Homestyle supper* • Available Light Film

Festival • Fulda Challenge • Yukon Heritage Day

• Yukon Quest • Dawson City Layover

• KiKi Karnival

March

• Sugar shack at Mount McIntyre*

• Rendez-vous de la Francophonie*

• Int'l Curling Bonspiel • Burning Away the Winter

Blues

• Trek over the Top • Percy DeWolfe

Memorial Mail Race • Thaw-di-Gras Spring

Carnival

• Mini Rendezvous





April • Celebration of Swans** • Rendez-vous Film

Festival (Quebec)* • Int’l Short Film Festival

May • Volunteers’ Dinner* • Yukon Francophone Day

• Opening night at Diamond Tooth Gerthies

• Annual Gold Show

• Crane and

Sheep Festival**

June

• Courtepointes, courtes nuits (shortest night quilting invitation)

• Triathlon • Saint Jean Baptiste

Celebrations* • Midnight Sun Golf

Tournament • Yukon River Quest

Canoe and Kayak Race • 24 Hours of Light

Mountain Bike

• Opening of national historic sites in the Klondike, Parks Canada**

• Bird banding festival • Weekend on the Wing

(Dempster) • Saint Jean Baptiste

Day Celebrations* • Commissioner’s Tea

and Klondike Ball • Dust to Dawson

Motorcycle Rally • First Nations Day • Midnight Sun Golf

Tournament

• Alsek Music Festival

• Chilkat International Bike Relay

• Mayo Midnight Marathon

July

• Canada Day festivities** • International Storytelling

Festival • Softball Yukon Dustball

Tournament • Canada’s Parks Day • Yukon Golf

Championship • Yukon 1000 Canoe &

Kayak Race • Yukon Horse and Rider

Summer Horse Show

• Gold Panning Championships

• Canada Day festivities • Dawson City Music

Festival • Air North Midnight

Dome Race • Canada’s Parks Day

• Canada’s Parks Day

• Faro Open Golf Tournament

• Mini Arts Festival and Wild Game Barbecue

• Summer Horse Show





August

• Yukon River Bathtub Race

• Discovery Days* • Klondike Harvest Fair • Corn roast* • Marathon Yukon River

Trail

• Klondike Classic Horse Show

• Discovery Days Festival

• Visual Arts Festival

• Fireweed Festival

• Watson Lake Hotels Golf Tournaments and Skins Game

September

• Klondike Trail of ’98 Int’l Road Relay

• Terry Fox Run • Harvest Festival

• Weekend on the Rocks • Int’l Outhouse Race

October

• Francophone Film Festival*

• Book sale at École Émilie-Tremblay*

November • Gala de la francophonie*

December

• Francophone community Christmas dinner francophonie*

• Santa Claus Parade • Festival of Lights

Christmas in Dawson City*

There is no shortage of events in Whitehorse all year long. In Dawson City and most communities, events take place mainly in summer, apart from the international Yukon Quest dogsled race. Some of these festivals and events are ideal for including Francophone legends like Joseph Ladue and Émilie Tremblay, from the days of the Gold Rush and the opening of Diamond Tooth Gerthies in Dawson City.



INVENTORY OF FRANCO-YUKON CULTURAL HERITAGE Cultural heritage is defined as an object or group of objects, scenery and intangible heritage that is considered to be worth sharing, preserving and safeguarding for future generations. It “enhances the visibility of cultural identity and promotes respect for cultural diversity and human creativity” (UNESCO, 2010). Cultural heritage can be classified in a number of categories, including the following:

• Tangible heritage, such as paintings, currency, musical instruments, historic sites, monuments, archeological sites, etc.;

• Intangible cultural heritage, such as oral traditions, performing arts, social practices, rituals, festive events, knowledge and practices concerning nature and the universe or the knowledge and skills to produce traditional crafts. “The importance of intangible cultural heritage is not the cultural manifestation itself but rather the wealth of knowledge and skills transmitted from one generation to the next.” (UNESCO, 2010);

• Natural heritage, such as attractive natural sites that lend a cultural aspect, including geological, biological and physical formations.

There have been Francophones in the Yukon Territory for close to 200 years, as evidenced by the numerous French place names and key historic figures. The desire to transmit the knowledge and skills of the Franco-Yukon community is a far more recent phenomenon. In 2012, AFY will celebrate 30 years of officially representing Yukon’s Francophone community. The very identity of Yukon’s Francophone community today is diverse and, without a doubt, continually changing. The cultural branch of the Association franco-yukonnaise offers a variety of social, artistic and cultural activities, and contributes to promoting and supporting French-speaking artists in an effort to strengthen the French identity. Moreover, the team of professionals in the cultural branch has expertise in event management and excellent knowledge of the French-Canadian music industry. They work with local partners who are also involved in the arts and culture. Within the Francophone community, there are no fewer than 80 artists in a variety of disciplines: visual arts, music, film, theatre, literature, arts and crafts, and dance. The cultural branch has been organizing and hosting community suppers (Cafés-rencontres) weekly for the past 20 years. Every Friday, the community gets together to share a multicultural meal at the Centre de la francophonie in Whitehorse. The Centre de la francophonie is an important part of Yukon’s French heritage, particularly as its walls are covered with the stories and exhibits of Franco-Yukon artists. The community has two French-language media: the weekly radio program Rencontres (54 minutes of airtime on CBC), which has been produced by volunteers for the past 25 years, and L’Aurore boréale, Yukon’s only French-language newspaper, published twice monthly since 1983.



Tables 3.1 and 3.2 represent, to the best of our knowledge, the community’s tangible and intangible heritage; tangible materials related to tangible and intangible heritage; organizations, museums and associations that possess information about Franco-Yukon history and culture*; and others who could be partners**, either because of their interest or because of the information they possess.

Photo: Aurore boréale Photo: Sylvie Binette



Table 3.1 Materials related to Franco-Yukon tangible and inta ngible heritage (2010) Franco-Yukon flag Yukon Francophonie Day: May 15 Le Yukon m’appelle, a song by Caroline Boucher and Annie Avery Un jardin sur le toit : la petite histoire des francophones du Yukon, a book by Cécile Girard and Renée Laroche Empreintes : La présence Francophone au Yukon 1825-1950 (Volumes 1 and 2), a book by Caroline Boucher Un jardin sur le toit, a play written by Caroline Boucher French place names in Yukon (Appendix VI in Empreintes) by Caroline Boucher Stories of the lives of famous and not-so-famous Francophones Francophones in the hospitality industry (Appendix 2 in Empreintes) by Caroline Boucher Francophone women in Yukon (Appendix 3 in Empreintes) by Caroline Boucher Franco-Yukon business people (Appendix 1 in Empreintes) by Caroline Boucher Information gathered by Yann Herry Numerous topics related to the Francophone community archived in 2010 by Yukon Archives Film about Émilie-Tremblay by the students of École Émilie-Tremblay La francophonie : une richesse nordique / Northern Portraits by Yann Herry Klondike Game History course about Franco-Yukoners, developed by Caroline Boucher Panels featuring key people from the Franco-Yukon community (Caroline Boucher and Yukon Archives) Numerous cultural events included in the calendar of events Leap frog, a play written by Caroline Boucher Table 3.2 Associations, museums and organizations (information*, potential partners**) Société historique franco-yukonnaise* Centre de la Francophonie à Dawson* Association franco-yukonnaise and the Centre de la francophonie in Whitehorse* Yukon Historical & Museums Association (YHMA)** Yukon Archives* Various historic societies (Mayo, Dawson, Teslin)* Clothing store opened by Émilie-Tremblay (Dawson City)* Binet House Museum (Mayo)** Château Mayo (hotel destroyed by fire) Site of the J. Ladue sawmill (Dawson City)** MacBride Museum of Yukon History** The Cyr House (Whitehorse)** Yukon Heritage Resources Board** Dawson City Museum** Parks Canada**(Whitehorse, Dawson City)



The inventory of Franco-Yukon historic heritage demonstrates that there is a great deal of information about Francophones in the territory. This inventory consists of buildings such as the store owned and operated by Émilie Tremblay, the Binet House Museum and many places with French names. These places are rich in history and offer great potential as Franco-Yukon cultural tourism products. Businesses can form partnerships with one another. For example, an association or museum could present an exhibit on French topics or offer guided tours of a circuit of sites associated with Francophones who once lived in the region. The inventory also demonstrates that AFY’s expertise and the energy and vitality of the arts community can be tapped to develop a cultural tourism product. An analysis of the situation reveals that the Francophone tourism product, in its current form, does not stand out from the rest of the tourism product offering in Yukon. In many cases, some services can be obtained in French, but the product type is essentially the same as that marketed to the predominantly Anglophone client segment. Yukon’s Francophone product offering will therefore have to take a different approach, and one way to improve its positioning in terms of marketing would be to play up its cultural heritage.

STRENGTHS AND WEAKNESSES OF THE FRANCO-YUKON TOURISM OFFERING In this section, we examine the strengths, weaknesses, opportunities and threats that characterize the Franco-Yukon tourism offering. From a strategic standpoint, it is important to specify that the strengths and weaknesses correspond to components for which direct action may be taken. For example, emphasis can be placed on a strength (e.g. a site deemed exceptional) or a weakness can be mitigated (e.g. providing service in French where there is none). Opportunities and threats include factors that cannot be controlled, but to which we must adapt. It may involve seizing on an opportunity (e.g. travellers who use the Internet) or factoring in a threat (e.g. climate, competition). Five of the most important and representative strengths, weaknesses, opportunities and threats are presented in the following table in point form so as to highlight the main aspects (Table 4). A more complete list is available in Appendix 1. This list will be useful for developing themes and promoting products as well as highlighting the territory itself. For maximum leveraging of Francophone tourism in Yukon, it will be necessary to explore how to compensate for weaknesses and minimize the threats by capitalizing on strengths and opportunities. This is addressed in the section Issues and challenges.



Table 4 Strengths, weaknesses, opportunities and threats to Yukon’s tourism offering

Strengths Weaknesses

Inte

rnal

fac

tors

• Sheer size of the territory. Appeal of the North. Vastness of its natural beauty. Diversity of its flora and fauna.

• Presence of First Nations. Ethnically diverse populations open to other cultures.

• Long-standing presence of Francophones in the territory. Diversified and creative Francophone community. Well organized cultural Francophone organizations.

• RDÉE Yukon firmly established. Close collaboration with the Yukon Department of Tourism and Culture, CTC, TIAY. Participation in travel and tourism shows in France and Montreal. Support for businesses.

• Yukon French-language tourist guide and website. Increasing number of Francophone tourism products. Little competition for the cultural tourism products offered by the Francophone community.

• Poor signage in some places. Limited capacity to welcome visitors in French in Dawson and Whitehorse. Difficulty of recruiting bilingual workers in remote regions.

• Seasonal offering and limited access. Number of Francophone tourists on the rise, but still relatively low.

• Limited packages, absence of a common portal for advertising and selling packages.

• Low percentage of French-language businesses that are market ready/trade ready.

• Lack of consultation among the Tourism Industry Association of the Yukon (TIAY), Yukon Historical & Museums Association (YHMA), Klondike Visitors Association (KVA) and RDÉE Yukon. Limited financial support from government.

Opportunities Threats

Exte

rnal

fac

tors

• Growth in the number of French-speaking visitors to Yukon (24%) and Canada (8%) in 2010.

• Direct flights from Frankfurt and Zurich beginning in 2011.

• Global trend: long-haul travel and package deals gaining popularity.

• Baby-boomers are travelling more and more, their purchasing power is growing, as is their interest in cultural/ecotourism experiences. Increasing number of people travelling alone (1 to 8 individuals), also known as foreign independent travellers (FIT).

• Increasing demand for community tourism, slow tourism and geotourism.4

• The offering is far from target markets.

• Depreciation of the euro and the prevailing situation in countries such as France and Belgium.

• Pressure on natural resources from the mining sector, which would impact Yukon’s natural heritage.

• Harsh winters, aggressive insects and long distances between communities.

• Strong competition from other provinces and territories, Alaska and Scandinavian countries, all of which also boast magnificent beauty and a distinctive culture.

4. These forms of tourism are based on the principle of promoting tourism that is equitable and sustainable for the

environment, the culture and the heritage of the regions visited.



Issues and challenges In order to adequately deal with the issues facing the Francophone cultural tourism offering in Yukon, we must include a strategy to develop the capacity to seize opportunities, resist adverse external factors, tout the assets of a product, and offset its weaknesses. The following strategies are designed to contribute to the success of the product.

Strategies, strengths and opportunities

• Take advantage of the growing number of French-speaking tourists in Yukon and Canada to focus on the great strengths that attract people to Yukon and spark their imaginations and make it a destination of choice for Francophones: o adventure in a land larger than life; o “getting away from it all”; o losing oneself in the vast expanses of wilderness; o walking in the footsteps of Francophones of another era (être en dérouine)5; o discovering a Francophone community, with other influences too, in French. Using themes related to the natural assets, history and French heritage of the territory will further fuel the desire for adventure and freedom already shown by tourists from France, pique the interest for exploration and discovery shown by Quebecers and other French Canadians, and renew the Yukon brand by giving its tourism product offering added value.

• Take advantage of the minimal competition for a Francophone cultural tourism product.

• Benefit from the new, direct, long-haul flights from Zurich to promote the products and position Yukon in the Francophone market in Switzerland through tour operators and the general public.

• Play up the contributions of the many Franco-Yukon artists and the expertise of AFY’s cultural branch and the committee of the Société historique to develop an attractive high-quality product for French-speaking tourists and bolster the current tourism offering.

• Make use of the expertise of RDÉE Yukon to keep promoting the Francophone tourism offering at travel and vacation fairs, such as IFTM Top Resa, Forum des Amériques and MAP (France).

• Make use of this representation expertise at upcoming travel and vacation fairs in Switzerland and Belgium.

• Take advantage of the fact that RDÉE Yukon has contacts at tourism-oriented businesses and can build awareness among them.

• Develop the marketing in line with target markets and new trends.

5. Expression used by the Métis during the fur trade era that means going to aboriginal campsites rather than wait for aboriginal people to come to them to trade. These days, être en dérouine refers to carefree long-haul travelling, whereas courir la dérouine means having the travel bug and not being able to stay in one place.



Strategies, weaknesses and opportunities

• Take advantage of the growing number of French tourists to further integrate the French fact in Tourism Yukon’s positioning.

• Use this growth to improve capacity to accommodate greater numbers, recruit bilingual employees and provide service in French.

• Continue to encourage Yukon’s Department of Tourism and Culture, tourism organizations and businesses to offer services in French in order to improve the quality of the offering.

• Promote AFY’s employment assistance services (SOFA) to tourism businesses looking to hire bilingual employees.

• Together with partners, explore the idea of setting up a network of bilingual guides/interpreters whose services could be used by all organizations and businesses operating in the area of tourism, heritage and culture.

• Make it easier for entrepreneurs and organizations to put together packages and work on clustering6.

• Increase the number of Francophone businesses that are certified market ready/export ready by offering then support through training.

• Improve synergies among Yukon’s tourism organizations and make it easier for them to collaborate on a shared web portal where they can advertize and sell all packages.

• Study the possibility of including all of Yukon’s tourism offering (at least the Francophone offering in the Dawson region) on the e-portal to be developed by the Klondike Visitors Association (KVA) in Dawson.

Strategies, strengths and threats

• Put a positive spin on the long distances between the communities, the rustic image of the territory, the natural elements, such as the harsh climate in winter and aggressive mosquitoes in summer to play up the image of the territory as an adventure experience in a land larger than life.

• Position the product offering vis-à-vis the competition in northern Quebec, the Northwest Territories, Alaska and the Scandinavian countries by highlighting what sets us apart: o the vitality and energy of the Francophone community today and outside influences

on it; o the presence of Francophone personalities and legends over the years as well as

French place names and historic sites which have enriched Yukon’s history; o the richness contributed to the community by Francophone artists.

• Support collaborative initiatives among NWT, Nunavut and Yukon to promote the Canadian North in international markets and take advantage of the opportunity to position Francophone Yukon based on themes.

6. In tourism, clustering means brining together businesses and organizations that offer related or complementary

products and experiences in view of improving their region’s competitiveness.



• Use Tourism Yukon’s French website to continue reaching out to target client segments and see that the shared portal, once it is created, is accessible in French and can identify products available in French.

• Support organizations like TIAY and the Wilderness Tourism Association of the Yukon (WTAY) in their negotiation efforts to keep areas protected from mining exploration.

EVALUATION OF DEMAND This section examines current and potential demand for a Francophone tourism product in Yukon. Our analysis covers target markets and trends. It includes an analysis of Yukon’s current Francophone tourism market, target markets and market trends. It also contains a brief description of the profile of Francophone visitors to Yukon (Table 6), as per a 2010 study.

The current market Francophone visitors to Yukon come from France, Belgium, Switzerland, Quebec and other parts of French Canada. According to statistics released by Yukon’s Department of Tourism and Culture, data collected by border-crossing services revealed that the number of visitors from France has experienced a year-over-year increase of 59% since 2009. The Canadian Tourism Commission (CTC) recorded an 8.2% increase in the number of French-speaking visitors to Canada in the first five months of 2010 compared to the same period in 2009. The most recent statistics on the number of Francophone visitors to Yukon date from 2004 (2004 Visitor Exit Survey). Table 3 shows the number of parties of Francophone visitors7 and the portion of the market they represented in 2004.

Table 5 - Numbers of parties of Francophone visitor s Points of origin Percentage of markets Number of parties of

visitors France 3% of Yukon’s long-haul travel market 303 Belgium 7% Yukon’s long-haul travel market* 722 Switzerland 8% of Yukon’s long-haul travel market*’ 915 Quebec 5% Yukon’s Canadian market 631 French Canada Not identified in the study Total 2,571

Source: 2004 Visitor Exit Survey. * Language was not taken into consideration

The number of groups of visitors from France has increased significantly since 2004. The 2009 report France at a Glance published by the Department of Tourism and Culture indicates that the number of trips made by the French has increased since 2004 to 942 trips in 2008 but curtailed to 715 trips in 2009. The French market was the 8th largest market for Yukon in 2009 and is considered to be a secondary market for Yukon.

7 A party of visitors may be composed of one or more individuals. For example, a couple travelling to Yukon is counted

as a group of visitors; a person travelling alone is also counted as a group of visitors.



The Francophone market in Quebec represents 5% of the number of Canadian visitors to Yukon. While this market is relatively small for Canada, it represents a significant proportion of the Francophone market in Yukon. In the fall of 2010, the consultants sent out a brief survey to four museums, one nature centre, two national historic sites, and one historic society. The purpose of the survey was to determine if there had been a change in the number of French-speaking visitors in recent years. Four respondents had noticed an increase in the number of Francophone visitors. Most concurred that 70% of visitors were French-Canadian, mainly from Quebec, and that 30% were European, most likely from France.

Profile of Francophone visitors to Yukon

Table 6. Profile of Francophone visitors to Yukon

In general, Francophone visitors to Yukon: • come to Yukon for a pleasure trip; • are relatively young (on average, 42% are between 45 and 65 years of age), which is younger than

the average age of visitors to Yukon; • are gainfully employed; • tend to travel in parties of two and in most cases are married; • travel by car, truck or minivan (47%), motor home (18%), motor coach (28%); • spend, on average, eight or more nights in hotels or private campgrounds; • love wide open spaces, are wildlife enthusiasts and enjoy visiting First Nations cultural centres; • are generous with their wallets and spend close to $100 per day, which is $10 more than the

average spent by other Canadian visitors to Yukon; • spend on average $1,250 per party of visitors during their stay, which is comparable to the

amount spent by parties of German visitors, $350 more than other Canadian groups of visitors, and $600 more than American parties of visitors;

• like to shop, but in the case of Quebecers, spend mostly in restaurants, bars and on food and entertainment, as opposed to Europeans who spend on all things related to outdoor activities and natural heritage;

• seem interested in cultural tourism; • speak English, but appreciate, use and want to receive service in French; • use the Internet to plan their trips, like to use tourism guides and visit information centres; • choose Yukon as their destination as a first choice (Quebecers) or second choice (French); • hope to return to Yukon. Source: RDÉE Yukon study of the profile of Francophone visitors to Yukon conducted in 2010



Target markets Our target markets are, in order of size, France, Quebec and Switzerland. Belgium is not considered an acquisition market by the Yukon Department of Tourism and Culture, but is nevertheless a major player for Francophone tourism for Yukon.

France France is the third largest market of tourists who choose Canada as their destination. In 2009, a total of 388,000 long-haul travellers from France spent at least one night in Canada. The French economy is the fifth largest in the world. The number of long-haul travellers from France surged in 2008. While the number of French visitors to Canada decreased by 4% in 2009, the first five months of 2010 more than made up for the decline, with an increase of 8.2% over the year-earlier period. According to a finding by the Canadian Tourism Commission (CTC) in 2010, Canada sets itself apart from competitors––in the eyes of the French––thanks to its reputation and advertising. Another reason the French choose Canada, particularly Quebec, as a travel destination is because French is spoken here. The CTC also noted that French travelers’ travel plans for 2010 and 2011 were ahead of other markets. Data concerning tourists from France for 2010 were not available when this study was being prepared. In its 2010-2011 business strategy, the Yukon Department of Tourism and Culture stated that France had become an acquisition market for Yukon, advancing to 8th place in 2009.

Quebec From 2006 to 2008, 59.6% (3,538,204) of adults living in Quebec reportedly travelled to another province or territory in Canada. Of those who travelled outside their province during this period, 89.8% (3,176,237) claim to have made at least one pleasure trip. 52.1% of the out-of-province pleasure trips taken by Quebec residents were to other Canadian destinations, while 56.7% of the out-of-province pleasure trips were to destinations outside Canada.8

Switzerland and Belgium These countries are not target markets for the CTC. In 2009, the Swiss market represented 5.8% of the Canadian market (Yukon Tourism 2010-2011). Switzerland is undeniably a key market for Yukon. It is considered to be a retention market and represented 7% of tourists to Yukon from overseas in 2009. With Edelweiss Air offering direct flights between Zurich and Whitehorse starting in the summer of 2011, Yukon hopes to step up the number of travellers, including French-speaking travellers from Switzerland. Despite the economic recession that has taken hold in many European countries, the Swiss continue to enjoy a very high standard of living. Belgium is neither an acquisition market nor a retention market for the Yukon government, but it is still a high-potential Francophone market. Moreover, the three RDÉE organizations in the North (Northwest Territories, Nunavut and Yukon) offered a series of training seminars to travel agencies

8. Source: Travel Activities and Motivation Survey (TAMS) Out of Province Travel by Residents of Quebec: A

Profile Report, January 2008 (Lang Research Inc.).



and tour operators in Belgium and France in March 2010. The prevailing economic situation in Belgium is very fragile and is influencing Belgians’ travel plans and choices of destinations.

Trends for 2011 The Quebec Tourism Intelligence Network prepared a summary of the main tourism trends for 20119. The following are trends that could affect, in particular, Francophone tourism in Yukon. General trends • International tourism is expected to grow only moderately in 2011 (3 to 5%), mainly in the

North American market. • Preference will be shown for multi-destination trips, group tours and independent travel,

among others. • Standby travel is gaining popularity: easy planning, quick transactions, bargain hunting. Consumer trends • Multi-generation family vacations are popular. • Popularity of social media. Travel trends • Cultural tourism: Travellers want to experience local cultures and even meet with local

artists working in various disciplines and experts working in various areas of interest. • Frequent specialized requests from consumers will mean that a great many travel agents and

tour operators will likely visit. • Educational travel for increasingly active tourists. • Experiential travel for families. Families want to expand their horizons and learn about other

cultures. • Niche travel for tourists who want specialized itineraries that match their interests. Product trends • “Last chance” tourism to destinations in danger of disappearing in the not-too-distant future due to climate change. • Polar tourism. • Interaction with locals: Growing trend among consumers to seek out authentic experiences

and interact with locals. A new website dedicated to this type of travel (www.localtravelmovement.com) was recently launched.

Source: Tourism Intelligence, 2011 France - Current trends According to the CTC, 2010 was a good year in terms of travel from France to Canada. However, the appreciation of the Canadian dollar against the euro could affect package prices, which could have negative repercussions on travel to Canada in December 2010 and in 2011. The CTC projects that this situation could give Scandinavian destinations a price advantage. As a result, the CTC indicates that the average cost of a 7-night stay in Canada for French travellers, including airfare, hotel, meals

9. Information taken from the French site of the Quebec Tourism Intelligence Network: Réseau de veille en

tourisme, 2011, http://veilletourisme.ca/2011/01/17/un-condense-des-grandes-tendances-touristiques-pour-2011/



and other costs, can be expected to increase by 11.5% in the first quarter of 2011, whereas the costs of other destinations should increase by 17.7%. According to the CTC, the French perceive Canada as a place where they can establish true ties with French culture and reconnect with their French roots, particularly in Quebec. However, after repeated visits, they are usually keen to discover other regions of the country. This is an interesting observation for Yukon. According to the CTC, the action plan in France is geared toward high-yield travellers living in key regions that have been less affected by currency fluctuations and market pressures (CTC, 2010). This action plan is guided by the CTC’s business strategy. Canada sets itself apart Since 2008, Canada has advanced in a number of different international rankings, such as the Global Competitiveness Index (GCI), the Travel & Tourism Competitiveness Index (TTCI) and the National Brands Index (NBI). With these indexes, countries can compare themselves against others, take new directions, and target their efforts in line with their strengths and weaknesses, their competitiveness, or their tourism. In 2009, Canada ranked 10th on the GCI, 5th on the TTCI, and 2nd on the NBI. In 2010, Canada moved up to first place on the NBI. Canada has definitely set itself apart through its strengths, its drawing power and its determination in a very competitive international market. (Quebec Tourism Intelligence Network, 2009)

PRODUCT DEVELOPMENT: PROCESSES AND PRESUMPTIONS Developing a product that will deliver a Francophone cultural tourism experience in Yukon will help create value for existing products and services. The experience is intended to inspire visitors in keeping with their values, awaken their senses, touch them emotionally, stimulate their minds, and make sure they take back memories that will make them feel a special connection to the land, the community, or a cause. The following section describes the process undertaken to develop three products designed to deliver an authentic Franco-Yukon experience.



Among the criteria that determine the success of a tourism product, authenticity continues to top the list. According to Ian Yeoman, an experience qualifies as authentic if it is:

• Ethical: the experience is founded on the principles of community involvement, sustainable development and ethical consumption.

• Natural: the tourism product is a natural phenomenon and is therefore quintessentially associated with the destination or region.

• Honest: the experience delivers on promises. • Simple: the experience is beautiful and believable

when it is free of complications. • Beautiful: authentic destinations have a beauty

about them, whether they offer a unique or magnificent view or create a sense of place or the feeling that the experience cannot be copied because it belongs in that place only.

• Rooted: authenticity has some sense of the past which is rooted in the destination of the community.

• Human: the experience is something that is living and brings tourists in contact with people such that they experience something that is local and real.

Source: Ian Yeoman, The Authentic Tourist http://hospitalitynet.org/news/4307066.html

Public consultations A public consultation process was established to identify potential Franco-Yukon cultural tourism products and evaluate possible partnerships. The team of consultants held four consultations with the community. Three consultations were held with members of the Francophone community (in Whitehorse and Dawson City) to gather ideas. The process yielded many suggestions, but only three ideas for products were selected for this feasibility study. We then spoke with members of the Anglophone community in Whitehorse to gauge their interest in developing partnerships to develop and market these ideas. The results of the consultations were compiled and are presented in Appendix 2.

Evaluation criteria The team held four consultations with the community. The selected products were assessed using criteria established by the members of the community, consultants, RDÉE Yukon and AFY’s cultural branch (Table 7).



Table 7 Criteria for assessing the selected products

Durable - On demand - Customizable - 7 days a week - Adaptable

Accessibility - Affordability/price - Marketability - Accessibility to families - Variable duration of the activity - Turnkey product - Intensity of the preparation required - Potential market

Return on investment - Job creation - Access to local labour market - Contribution to community development

Meets tourists’ expectations - Delivers an experience - Is authentic - Must be a destination - Focuses on adventure - Interactive

Marketable to tour operators and partners (YG)

Theme-based products and offering Associating a product or offering with a theme is a North American concept. Putting a theme to a product consists in bringing out its various components and grouping them under a unique concept. In this way, visitors are invited to enter a different world, a world that will solicit greater emotions. In particular, they offer more entertainment. This strategy is being used increasingly in tourism to stand out from competitors. It is being used to meet visitors’ expectations of an experience. Visitors want to be immersed in multi-sensorial experiences (Carù A. and Cova B., 2003). Themes also help visitors become familiar with their destinations before their trips so that they will look forward to going there and to returning. Some examples of themes include tourist circuits like a food tasting or wine tasting trail, or even themed events like Quebec City’s Medieval Games, Vancouver’s Festival of Lights and the Sourdough Rendezvous in Whitehorse. In order to fulfill its purpose, the theme chosen must be simple, straightforward and compatible with the characteristics of the destination. The theme therefore is what links the resources of the natural and cultural environments, activities and services. Applying a theme must therefore take into account effective logistics and the need to organize activities and services so as to eliminate anything that could impede or detract from the offering (Tourism Quebec, 2000). Thanks to its attributes and icons, visitors in all markets have a positive perception of Yukon, regardless of their point of origin. Applying a theme to Franco-Yukon cultural products will complement the territory’s established attributes as well as the heritage and history of the Francophone community in the territory. This will strengthen the brand, reputation and appeal of the offering for the territory, while at the same time offering Francophone visitors a unique experience—an experience that will transport them to another world.

Feasibility study and assumptions The feasibility study is a blueprint intended to describe how a business could operate. The goal here is not to prepare a detailed business plan with exact prices, but instead to test the profitability threshold. It contains a brief evaluation of demand for the product, revenue projections under different scenarios, operating costs, capital and investment needs, an assessment of risks a business could encounter and a presentation of sample financial statements. Our analysis concludes with recommendations intended to develop the conditions required for a business to be viable.



Demand Any feasibility study would first have to take into account the small number of Francophones who visit Yukon annually, i.e., 1,000-2,000 visitors from Quebec and France. According to the most recent Exit Survey (2004), 1,742 visitors were from Quebec or France. Considering that Canadian and European visitors spend an average of 8 days in Yukon, we can estimate that there are, on average, 114 Francophone visitors each day in Yukon between June and September.

The Francophone market is therefore very limited. In 2010, some Franco-Yukon entrepreneurs tried to offer the “Forfait Yukon,” a travel package in French. It was an almost complete failure; not one telephone call was received.10 That being said, it is nevertheless necessary to take into account the fact that this product was not at all promoted. It was presented once at the Salon Top Résa, and the entrepreneurs involved did very little to promote their product, aside from Klondike Kate’s in Dawson City.11

“Avec pelles et gamelles dans leurs sacs à bretelles, ils ont quitté la ville pour ces pépites qui brillent. Prêts à tout sacrifier, à tout affronter” (Le Yukon m’appelle, Association franco-yukonnaise, 1991, audiocassette)

10. Information received from Carla Pitzel, co-owner of the Takhini Hot Springs. 11 . Based on data from Synergie Inc.



THE PRODUCTS: THEIR DESCRIPTION, THE FEASIBILITY STUDY AND THE MARKETING STRATEGY

The work group identified three products for inclusion in the feasibility study. Two (the “Francophone Package” and the “Mixed Circuit”) were selected for inclusion in this report, and a marketing strategy was developed for each. The “Inn/Cultural Centre” goes beyond the scope of this study in terms of the detailed analysis of its feasibility and marketing, but a brief analysis of the different components of this product was prepared nevertheless. This product will be part of a separate study when funding for it becomes available. The selected products are adapted to the target markets, namely clients between the ages of 45 and 65 who visit Yukon mainly by car, truck or RV. The marketing strategy for both products focuses on target clients: first, European markets (France, Switzerland and Belgium), and secondly, the Quebec market. The marketing strategy also combines strengths, such as the rich tapestry, vitality and creativity of the Franco-Yukon community, in terms of arts and culture on the one hand and entrepreneurship on the other. The strategy also focuses on the strengths of RDÉE Yukon’s partners in the tourism industry. The marketing strategy for the products seeks to identify distribution and promotion channels for the products and identify Yukon operators who could include the products in their own offering. The marketing strategy for the Francophone cultural tourism products in Yukon for the next three years seeks to:

• Increase the volume of Francophone tourists from France, Switzerland, Belgium and Quebec by 5% over the next three years

• Increase average spending per visitor

• Diversify client segments by increasing the proportion of Francophone clients in Yukon

• Encourage Francophone tourists to lengthen their stay in Yukon by one day Positioning the product brand will capitalize on Yukon’s current reputation and image with value added in the form of the territory’s French legacy. It will therefore be necessary to introduce an element in the brand that could be based on colourful people from the past and present and re-enactments of important moments in Yukon’s history. The theme of the offering—and its value added components—will have to be taken into account, from the product development stage to the time it is put on the market. This, of course, is assuming that the partners who will provide the tourism experience are open to the idea of integrating elements of the theme. An initial positioning exercise will be geared to reaching the target markets through the use of multimedia tools (videos and travelling art exhibits) that will highlight the influence of Francophones in the territory and the history of the community to create an experience for the visitor. It will be possible to use both multimedia tools to promote each cultural tourism product; their use need not be restricted to either. Still, the short video should be used to promote the “Francophone Package,” whereas the travelling art exhibit would be produced with the objective of promoting the “Mixed Circuit.” Both tools should be developed using the resources already



available in the Francophone and Francophile artistic and cultural communities. The video would be an easy way to reach the target markets through social media. The Muséum d’histoire naturelle in Neuchâtel, Switzerland, has already expressed interest in hosting a travelling exhibit. Museums in the French regions of Grand Bornand en Haute-Savoie and Andorra, where mountain and nature themes are predominant, could also be approached. The initial positioning will be done in the first year, when the product will be launched and will be most costly. Research and funding will be needed to design, produce, make and install promotion tools (video and exhibit), not to mention promoting these tools, and in the case of the travelling exhibit, transporting it too. The decision to go with a travelling art exhibit was based on the fact that this type of tool would make use of the Francophone community’s artistic talents and knowledge of culture and history. This was also the least costly type of exhibit. Art and history exhibits are the types most sought by visitors according to the Société des musées du Québec: 51-54% want to see art exhibits, while 28-29% want to see history exhibits, compared to only 13% for natural science exhibits. The exhibit must not take up more than 500 square feet of space in order to maintain a manageable size that fits in the space available in most museums.12 Media coverage, articles in specialized magazines, articles and ads in in-flight magazines, and representation at travel and tourism fairs will be aimed initially at markets in France and Switzerland, and then extended to Belgium and Quebec in the third year, when a survey will be done to decide whether or not to participate in TV and radio programs on networks like Radio-Canada and TV5 to promote Yukon’s Francophone charactere. The exhibit could also present a tour of Quebec and other French-speaking regions of Canada, in which case additional funding will be required. The TV documentary La ruée vers l’or about the gGold Rush, filmed by Télévision franco-ontarienne (TFO)13 during the summer of 2010 and aired in March 2011, will have positive spinoffs and inspire French Canadians to want to experience a great adventure in a land larger than life. Ads will be placed in publications like the Yukon Vacation Planner and Milepost, the publications consulted most by visitors preparing for a trip to Yukon. Brochures will be placed strategically in local and regional visitor centres so that they will be picked up by as many people as possible. RDÉE Yukon will use its newsletter to keep its tourism partners informed. When the time comes for a business plan, it will be necessary to identify the tools that will be used and the partners that will be consulted to measure the results of the marketing strategy. This will help to fine-tune targets and tweak the products and marketing strategies as needed.

12. Société des musées du Québec (Quebec society of museums) 13.http://www.facebook.com/larueeverslor#!/larueeverslor#!/video/video.php?v=152744314784833&oid=3369746963

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FRANCOPHONE PACKAGE: DESCRIPTION, FEASIBILITY STUDY AND MARKETING STRATEGY

Description Target group: general public and families. Visitor type: “free spirit,” “cultural explorer,” and “authentic experiencer” according to the Explorer Quotient14. Place: Whitehorse: Yukon River and town. Season and business hours: summer, offered at least once a day, if possible. Duration of visit: 4 hours or 8 hours. Number of participants: 5 to 12 per visit. The experience: three-hour canoe expedition on the Yukon River with a Francophone guide interpreting the stories of Francophone fur traders and gold prospectors who travelled the same route during the Gold Rush. Several companies in Whitehorse offer such a service (Up North Adventures, Kanoe People, Cabin Fever Adventures) and hire, most of the time, Francophone guides. They should be provided with the information they need about Francophones, including anecdotes, songs, etc. If they like, visitors will be able to dress in period costumes and paddle down the river listening to songs, folklore, and poems from past times. The expedition will be capped with refreshments (bannock bread and Labrador tea) or an event in the community hall at the Centre de la francophonie, perhaps acommunity event like the Friday night Cafés-rencontres (before July) or a family supper hosted by a local family (July-August). Retail price: $130 for 4 hours and $250 for 8 hours.

The basic experience Ecotourism and cultural tourism

What is the experience? • Ecotourism

• Canoeing with a local guide

• Learning about and experiencing the history and culture of the Franco-Yukon community

• Tasting local foods

• Visiting places settled by Francophones

• Meeting with Francophone residents

Possible partners Up North, Kanoe People, Cabin Fever Adventures and other tourism service providers in Whitehorse, Franco-Yukon residents, and AFY’s cultural branch

Possible themes

• Meeting and mingling with people in a land larger than life

• It all began with the river

• Where adventure and culture come together

• Northern latitude, northern attitude

14. The Explorer Quotient (EQ) is a new way to segment visitors based on their needs and values. The EQ identifies nine

types of travellers, and the Canadian Tourism Commission (CTC) has recognized three such segments as being the best clients for Canada: authentic experiencer, cultural explorer and free spirit. All three segments tend to travel abroad, have a passport and a high level of income, all of which makes them a highly-sought client group for Canada. Find out more about the Explorer Quotient or take the test at: http://eqcaen.canada.travel/.



Feasibility study of the “Francophone Package” product

The demand In light of the small number of Francophone tourists visiting Yukon—around 1,500 annually according to the data collected by the Department of Tourism in 2004—longer packages probably would not be viable. A number of Franco-Yukon entrepreneurs tried to create a package for French tourists, the “Yukon Package,” which consisted of 3-day stays in their choice(s) of places: Whitehorse, Kluane and Dawson City. Despite advertising efforts and promotion at the travel and vacation fair in France, there were few takers for this package. That being said, a shorter, more affordable package could possibly work. It would have to be an add-on for a business that already offers this type of service in English or for a Francophone business that offers a similar service. The basic assumption would be an average of two clients per week during the summer season, i.e., from early June to the end of August.

Investment and capital needs Capital needs for this product are minimal, as the infrastructure already exists. It essentially entails the cost of doing research and hiring and training employees. Preparatory work • Negotiate an agreement with businesses that offer canoeing excursions;

• Negotiate an agreement with AFY’s cultural branch for the Friday night community suppers (Cafés-rencontres);

• Find and compile educational material for guide training purposes;

• Train Francophone guides (employees of the businesses described above);

• Look for local Francophone families who would be interested in hosting meals for visitors in their homes and provide them with the necessary training (July-August).

An organization such as RDÉE Yukon would have to take this project in hand and subsidize the necessary work. Alternatively, a canoe outfitting company could offer this service.

Capital costs Capital costs consist primarily in negotiations, training and marketing (Table 8). There would be no infrastructure costs.



Table 8 Capital Costs for the “Francophone Package”

Activities Cost estimate base Estimated cost

Negotiate agreements with canoe excursion businesses

Wages for the person assigned to negotiations (40 hours @ $35/hour)

$1,400

Negotiate agreements with AFY’s cultural branch

Wages of the person assigned to negotiations (8 hours @ $35/hour)

$280

Do research and prepare educational material ($5,000), offer training to guides and families who open their homes to visitors ($3,500), decide on themes ($1,500).

Estimated value of contract $10,000

Marketing, including video production Marketing costs (see Table 9)

$35,000

Recruitment and training for Francophone families who will welcome visitors in their homes

Wages for the person assigned to negotiations (42.8 hours @ $35/hour), classified ads and advertising

$1,500

Total capital costs $48,180

Operating costs and potential revenues Operating costs for canoe trips will not be detailed in this study since the intention is to use a company that already offers this type of service. The current price on Up North Adventures’ website (http://upnorthadventures.com/sumrguidedaytrip.html) is $120 for a 4-hour excursion and $240 for an 8-hour excursion. The consultants therefore used these prices to estimate operating costs for the purpose of this study. If no company offers this type of service, a deal will have to be made with a wholesaler for a price that would be lower than retail.

For meals, the consultants used the cost of a meal at the Friday night community suppers offered by AFY, which is $10 per person. However, a meal for a whole family will probably be more expensive if local families are paid fairly to make and host such suppers, i.e., approximately $20 per person. The total package price would therefore be $130 for a 4-hour excursion and $250 for an 8-hour excursion.

If the product is offered by an existing business, administration costs would be absorbed by the business. Any additional costs would therefore be minimal, aside from the wages paid to the guide(s) during their training period.

Training costs, particularly for research and preparation, would have to be subsidized. It would be



very difficult to make payments on a loan of between $5,000 and $7,500 annually. Payments would depend, of course, on the amount borrowed, the amortization period (two or three years) and the rate of interest. These amounts would correspond to between 40 and 65 excursions at $120, i.e., 3 or 4 excursions per week during the summer, which lasts about 15 weeks. It would therefore be risky to finance training-related costs. The risk of not recovering his investment is very high for an entrepreneur. This means having to find an organization to subsidize research and training unless a study can prove there is a very high demand for this type of product.

Initial marketing costs would amount to $35,000, plus $9,000 annually, as described in Table 8 and detailed in Table 9.

Viability conditions In order to be viable, this product would have to be provided by an existing business that already offers a similar service (canoe excursions) to all client segments. The only drawback is the cost of training and marketing, which would have to be subsidized.

Marketing strategy for the “Francophone Package” Before developing the distribution network and promoting the “Francophone Package,” it will be necessary to identify Yukon operators and partners (organizations) that could be interested in including this product in their own offering. As mentioned in the Description for this product, Up North, Kanoe People and Cabin Fever Adventures are well established businesses that already offer canoe excursions in French. A Francophone canoe excursion business could also be chosen, but no such business existed at the time of the preparation of this report. From the time an entrepreneur gets on board for the “Francophone Package,” it will be imperative to focus on a marketing strategy that complements what the entrepreneur is doing for existing markets, but adapt it accordingly for the target Francophone market. The list below describes the strategies, tools and means that will support the marketing strategy for the “Francophone Package.” Product: Half-day or full-day guided canoe tour with a cultural component, including community support at the Centre de la francophonie or a family meal with a Franco-Yukon family. Retail price: $130 for 4 hours and $250 for 8 hours. Distribution: Direct sale by the business, Internet, RDÉE Yukon’s website and social media networks, the Whitehorse Visitor Information Centre, and, possibly, doing business with inbound operators. While feasible, this strategy comes with certain challenges. Among other things, the Francophone cultural tourism product should not compete against an operator’s other products. Rather, it should be integrated into the operator’s marketing strategy, and it would have to be pitched to the operator at least one year before it is to be marketed. Moreover, it will be necessary to calculate a profit margin of between 20% and 30%, depending on the operator. This means that prices will have to be fairly adjusted in the business plan.



Promotion

• Initial positioning (production of a short video to be put on Facebook, YouTube and websites and to be shown at travel/vacation fairs) and definition of a theme

• Websites of business partners and on www.travelyukon.com/fr/

• Brochures for stands, posters and logos

• Press kit and distribution

• Personal contact with the visitors’ information centre and inbound operators

• Articles in French-language travel magazines (Vie en Plein-air, Camping Caravaning, Ulysse, L’Officiel Voyage, GEO, Terre sauvage), articles in in-flight magazines (Condor, Edelweiss Air, Air North and Air Canada)

• Representation at travel fairs in the event that funding becomes available or partnerships are formed with Yukon’s Department of Tourism and Culture or with businesses and organizations also attending the same travel/vacation fairs (Top Résa,15 Forum des Amériques,16 Salon MAP,17 Salon des vacances, Sport et loisirs de Genève,18 Salon des vacances de Bruxelles,19 Salon Rendez-Vous Canada20 and the Montreal RV show21)

• Promotion in RDÉE Yukon’s travel industry newsletter

• Advertising (Yukon Vacation Planner, Milepost), some of which could complement the business’ current advertising

Table 9 Marketing costs of the “Francophone Package”

Activity Initial cost (or capital cost) Annual cost

Initial positioning (video: concept, production and promotion) and theme

$25,000

Website and photo bank $2,000 $3,000

Press kit and distribution $3,000 $1,000 Posters and logos $5,000 Leaflets for display units $1,500

Trade fairs22

Articles and ads in travel magazines $3,500

Total $35,000 $9,000

15 . Trade show for inbound operators and destination management centres in France: 27,100 visitors in 2010. 16 . Trade show organized by the CTC, open to European travel agencies and destination management centres

interested in the North American market. 17. World tourism fair in Paris: 101,120 visitors in 2010. 18 . Multi-product tourism show for Francophones in Switzerland: 41,682 visitors in 2010. 19 . The largest tourism trade fair in Belgium: 112,213 visitors in 2010. 20 . The largest international tourism trade fair in Canada, organized by the CTC, which brings together foreign buyers

and Canadian vendors. 21 . 55,000 visitors targeted. 22 . No additional costs for the fairs. Representation costs will likely be the same or $25,000 (estimate).



Partnership: Possibility of developing a strategic alliance for distribution with inbound operators such as Ruby Range Adventures, Latitude Destinations Mng., Yukon Adventures Company, Northern Tales. Target markets: Francophone visitors between the ages of 45 and 65, from France, Switzerland, Belgium and Quebec. Product market couple23: Service quality standard24, visit in complete security, high quality local meal and opportunity for an authentic cultural experience in French. Time required development and rollout: Product development will take at least one year, and preparations for putting the product on the market will take at least seven months.

23. Adapting a product to the values and needs of the target segment. 24. Based on the assumption that employees have received training or that the business plans to obtain certification.



MIXED CIRCUIT: DESCRIPTION, FEASIBILITY STUDY AND MARKETING STRATEGY

Description This circuit is made up of three possible experiences: a guided tour of Whitehorse, a self-guided visit between Whitehorse and Dawson and, lastly, a guided tour of Dawson followed by dinner. Target group: general public and families. Visitor type: “free spirit,” “cultural explorer,” and “authentic experiencer” according to the Explorer Quotient. Place: Whitehorse, between Whitehorse and Dawson City and in Dawson City. Season and business hours: summer, offered at least once a day, if possible, for guided tours in Whitehorse and Dawson City. Year-round or in summer only for the self-guided visit between Whitehorse and Dawson City, depending on the sites chosen. Duration of visit: will depend on the type of experience.

Whitehorse The experience: L’attitude Nord : mouvance, tissage et métissage en permanence. The theme behind this experience could be described as “going places, meeting people, and building ties with others.” The itinerary will consist of visiting Francophone sites and places in Whitehorse and hearing stories about the lives of people, from the past and present, who came to Yukon to whet their appetite for adventure. Playing the role of a figure from the past, the guide/interpreter will relate stories and encourage people to take part in the experience. This experience can be combined with an activity in the Francophone Package (described above). Whitehorse would also be the ideal place to introduce the idea of a treasure hunt or geo-cache activity. This activity requires a meeting place and the involvement of a coordinator. Good opportunity for partnership with Parks Canada, the Société historique franco-yukonnaise, the Yukon Historical and Museums Association (YHMA), the MacBride Museum and the Old Log Church. Duration of visit: Approx. 1 hour to 1.5 hours Number of participants: Maximum 20 per session Retail price: $4 per visit

Whitehorse-Dawson City The experience: Self-guided tour to follow in the footsteps of Francophone prospectors in the territory (Partir à la dérouine) and others who settled in the territory (Sur les traces des franco). Visitors will be given a booklet for a treasure hunt or geo-cache activity to encourage them to stop and visit sites that were important for Francophones in the past (museums and places that now bear French names) as well as sites of importance to Francophones today (i.e., businesses that offer products or services in French, e.g., hiking, swimming, canoeing, artists’ studios and art galleries, etc.). Sites and places should be easy to find and accessible to everyone. Visitors will be able to download a podcast or buy a CD on which they will find interviews with elders, trappers, dog mushers, a modern-day fur trader, Francophone artists, songs and life stories. Duration of visit: The time it takes for visitors to drive between Whitehorse and Dawson City. Number of participants: unlimited Retail price: Podcasts free; CD $15



Dawson City The experience: Au pays des dernières libertés, an adventure to experience the territory once known as the “last frontier.” The itinerary will include visits to Francophone sites and other places in Dawson and stories about the lives of the founders of Dawson and those who came during the Gold Rush. Playing the role of a figure from the past, the guide/interpreter will relate stories and encourage people to take part in the experience. Last leg of the treasure hunt: meeting with one or more residents of Dawson at a community supper, e.g,. at Klondike Kate’s. This will require one resource person and provide a good opportunity to partner with Parks Canada, Klondike Kate’s and the Centre de la Francophonie in Dawson City. Duration of visit: approximately 1-1.5 hours for a guided tour and 2 hours for the meal Number of participants: maximum 20 per session Retail price: visit $8; meal $25

The basic experience Historic and cultural tourism

What is the experience? • Discovering historic places with French names and Francophone legends

• Discovering how Francophones helped shape Yukon’s history, particularly during the Gold Rush

• Tasting local foods

• Meeting with Francophone and Francophile residents

• Participating in a treasure hunt

• Discovering Francophone entrepreneurs

Possible partnerships Société historique franco-yukonnaise, Yukon Historical and Museums Association, Parks Canada (Whitehorse and Dawson City), MacBride Museum of Yukon History, Log Church Museum, Centre de la Francophonie in Dawson, Klondike Kate’s restaurant, other businesses in Whitehorse and Dawson City that offer services for visitors, Franco-Yukon residents, and the cultural branch of AFY

Possible themes

• Northern attitude: going places, meeting people, and building ties with others

• Following in the footsteps of the early explorers

• Following in the footsteps of Francophones

• The last frontier

• Shovels, gold pans and dreams of riches in a land of opportunity



Feasibility study for the “Mixed Circuit”

Investment and capital needs Capital costs for guided tours in Whitehorse and Dawson City consist of training costs for guides. The Whitehorse-Dawson City circuit will require research, creating the podcasts and the CD, burning the CD, developing the website for the podcasts, and the geo-cache activities. We assume that the cost of costumes for the guides is already covered by other programs.

Preparatory work • Form partnerships in Whitehorse and Dawson with organizations that could offer the service

(Parks Canada, Société historique franco-yukonnaise, YHMA, MacBride, Dawson City Museum, KVA)

• Do the necessary research and provide training to those who will be working as guides/interpreters

• Carry out the necessary research and provide training for the guides/interpreters • Record podcasts and a CD; build a website Capital costs Capital costs for the Mixed Circuit (Table 10) consist primarily of two contracts: one for research and training for the guides/interpreters and another to create the podcasts, CD and geo-cache activity. A partnership could be created to develop material for the guided and self-guided tours and for training for the guides/interpreters with a museology specialist, a graphic arts consultant, the Société historique, AFY, and high school students at École Émilie-Tremblay. This would involve subsidies. There would also be the cost of negotiations for these partnerships, but no infrastructure costs. Marketing costs are high because of the costs of transporting the travelling art exhibit, which serve as a promotional tool in our target markets. Costs (concept, construction, insurance, promotion) are estimated at $50 per square foot. Based on an area of approximately 500 square feet, the amount would be $25,000, plus $20,000 to transport the exhibit, $25,000 for installation and dismantling, and $5,000 for advertising. The marketing costs are included in Table 10 and detailed in Table 11.



Table 10 Capital costs for the “Mixed Circuit”

Activity Basis for cost estimate Estimated cost

Negotiating partnerships with potential partner organizations

Wages for the person in charge of negotiations (40 hrs @ $35/hr)

$1,400

Researching and preparing material ($6,000) and training for guides/interpreters ($2,000)


Creating podcasts and CD, developing the geo-cache, building the website, burning the CDs


Marketing, including designing, constructing, installing, transporting and promoting the travelling exhibit

Marketing costs $88,000

Total capital cost $117,400

Total capital costs amount to ± $29,400, not including marketing costs, which will be more than triple the capital costs.

Operating costs Aside from maintaining the geo-caches, operating costs consist essentially of labour costs. We can expect to pay the guides/interpreters a rate of $20 per hour including staff benefits and salary administration. This would be equal to a gross rate of about $16 per hour. The cost of wages could be reduced by obtaining subsidies. If a student were to be hired, the government could subsidize approximately $4.50 per hour, which is half of minimum wage. The territorial government also has a summer employment program for students - Student Training and Employment Program (STEP) - which subsidizes as much as $7.20 per hour, up to a maximum of 600 workable hours per student.

To estimate total operating costs, we can go on the assumption of three hours of work per day in a season of 100 days, for a total of 300 work hours in Whitehorse and 300 hours in Dawson City. This represents, before subsidies on wages, a total of $12,000 for both locations.

Three hours of work per day is not sufficient to attract the calibre of employees we seek. We would need to offer full-time work, and that is why it is absolutely necessary for us to create partnerships with other organizations offering guided tours in Whitehorse and Dawson City. The YHMA already offers guided tours of historic sites in Whitehorse; in Dawson City, they are offered by Parks Canada.

A supper at Klondike Kate's in Dawson City could be offered at a prix fixe of $25, like the supper in the Francophone Package.



The website will also have to be maintained and all advertising will have to be updated. We estimate marketing costs of $8,500 per year.

Total operating costs would therefore amount to $20,500 per year, including $12,000 for wages and $8,500 for marketing.

The Demand and potential revenues The guided (walking) tours cost $4 in Whitehorse and about $8 in Dawson City. It therefore stands to reason that the price would have to be the same for tours in French. This means that little revenue would come from the “Mixed Circuit” unless the CD is priced at $15. It would be difficult to charge for podcasts that can be downloaded from a website. The travelling art exhibit would bring in some, albeit minimal, revenue. In Canada, travelling exhibits that take up 500 sq. ft are rented out for, on average, $1,500 per month for a minimum of two months. Transportation and insurance are paid for by the host institution. According to the Canadian Museums Association, 75% of institutions spend less than $5,000 annually for travelling exhibits. We can assume that the exhibit will be rented for at least four months to museums in France and Switzerland and that the minimum revenue generated will be $6,000. A portion of the transportation expenses would be recovered by the institution. It is difficult to estimate the cost of these expenses at this time. While it is difficult to estimate demand for this product, we can presume that the costs will be more or less the same regardless of demand.

Viability conditions Given the low revenue expectations for this product, it will have to be heavily subsidized. The only possible revenue would come from CD sales, and these proceeds would help cover the cost of making (burning) copies, and a token amount for a supper. Setting up this program would require $29,400 in subsidies: $12 000 to pay the wages of guides/interpreters and $8,500 to maintain the website. That’s not including an $88,000 subsidy for marketing. To cover the cost of wages ($12,000), a minimum of 1,000 visitors would be necessary, which is highly unlikely, as this figure represents about half of the total number of Francophone visitors.

Marketing strategy for the “Mixed Circuit” The “Mixed Circuit” requires a partnership with organizations in the Francophone community to develop the product and its content and with organizations that already provide guided tours, as well as a business that could provide a supper in Dawson City. Suitable partners include the Société historique franco-yukonnaise, the cultural branch of AFY, the Yukon Historical and Museums Association, Parks Canada (Whitehorse and Dawson City), the MacBride Museum of Yukon History, the Centre de la Francophonie in Dawson, and Klondike Kate’s restaurant in Dawson. There would, of course, be room for additional partners.



Product: guided tours and self-guided tours with a Franco-Yukon cultural twist topped off with a local-style meal. Retail price: visits costing between $4 and $8, free podcasts, a CD for $15 and a meal for $25. Distribution: direct sale by the organization or businesses offering the package or components of the package, direct sale of the CD (by the organization, the business, the Centre de la Francophonie in Dawson and AFY), Internet - website and social media (of the organization, the business, RDÉE Yukon), the visitor information centres in Whitehorse and Dawson. Dealing with inbound operators would not really be feasible for distribution of the Mixed Circuit product. The organizations that currently offer guided tours (YHMA and Parks Canada) already have a strong distribution network. It may be interesting to see if the information for the treasure hunt and geo-cache activity could be combined with the Yukon Gold Explorer's Passport contest, sponsored by the Yukon Department of Tourism and Culture.

Promotion

• Initial positioning (design, production and promotion of a travelling exhibit) and definition of a theme

• Internet – websites (hosted by the organization, the business and www.travelyukon/fr)

• Brochures for displays, posters and logos

• Press kit – materials and distribution

• Personal contact with the visitor information centres

• Media coverage: articles in magazines and newspapers (Camping Caravaning, CAA, Le Monde25 and La Presse), articles in in-flight magazines (Condor, Edelweiss Air, Air North and Air Canada), radio shows (Radio-Canada: Serge Bouchard – Les chemins de travers), TV shows (En voyage on TV5.ca, La petite séduction)

• Representation at travel and vacation fairs in the event that funding is made available by the Department of Tourism and Culture or by businesses and organizations that would participate in the shows (Top Résa, Forum des Amériques, Salon MAP Salon des vacances, sport et loisirs - Genève, Salon des vacances de Bruxelles, Salon Rendez-Vous Canada and the Montreal RV show)

• Promotion in the RDÉE Yukon newsletter for the travel industry

• Advertising (Yukon Vacation Planner, Milepost), some of which could complement the businesses’ current advertising

25

A daily newspaper in France with a circulation of 1,000,000.



Table 11 Marketing costs for the “Mixed Circuit”

Activity Initial cost (or capital cost) Annual cost

Initial positioning (designing, building, installing, transporting and promoting the travelling exhibit) and defining the theme

$75,000

Website and photo bank $2,000 $3,000

Brochures, posters and logos $5,000 $1,000

Press kit and mass distribution $3,000 $1,000

Media coverage (articles) $3,000

Travel fairs $0.00

Advertising in travel magazines $3,500

Total $88,000 $8,500

Partnerships

• Strategic alliance for promotion purposes between organizations such as the YHMA, Parks Canada (Whitehorse and Dawson City), Klondike Kate’s, the Centre de la Francophonie in Dawson, the committee of the Société historique franco-yukonnaise, and AFY’s cultural branch.

• Partnership involving a museology specialist, a graphic arts designer, the committee of the Société historique, the AFY’s cultural branch, high school students at École Émilie-Tremblay (EET) for a partnership to develop the material, prepare the guided and self-guided tours and train the guides/interpreters.

Target markets: Francophone visitors between the ages of 45 and 65 from France, Switzerland, Belgium and Quebec. Product market couple: service quality standard, guided tour in complete safety, high-quality meal made from locally-sourced products, and the opportunity to learn about Franco-Yukon history and culture in French. Time needed for development and implementation: Between 7 months and 1 year, or 1.5 years to 2 years if students at EET are involved in developing the product and trained to work as guides/interpreters. An additional 7 months will be needed to prepare for the product launch.



INN/CULTURAL CENTRE

Description Target public: general public and families. Visitor type: “cultural explorer” and “authentic experiencer”, as defined by the Explorer Quotient Place: Whitehorse Season and hours of activity: year-round Duration of visit: variable The experience: stay in a Francophone inn/cultural centre. It would be as much a place for members of the community as it would be for Francophone and Anglophone tourists who would get to enjoy an authentic and enriching cultural tourism experience. Retail price: overnight stay at the inn would cost $140 for a private room in high season, $90 in low season and $25 to stay in the dorm. The inn could be styled after a youth hostel (dorms) but one that also offers superior-quality accommodations in private rooms. The inn would have a café that offers activities on a regular basis (e.g., guests can drop by for a drink and meet with locals and other visitors on Thursdays, when there would be themes, stories and Franco-Yukon musicians). The art work exhibited in the establishment would be produced by Francophone artists. This place could also be the starting point for the various tourism activities and circuits offered in French. The cultural centre would be a Franco-Yukon space that would include art studios where art workshops could be offered to members of the community and Francophone visitors by local artists. There could also be a space for archives (genealogy centre) and exhibits for the Société historique franco-yukonnaise. For this project, we propose a model that resembles a Quebec-style cooperative: a not-for-profit organization that has three types of members:

• Employees: salaried employees at the coop;

• Support staff: any individual or company interested in contributing to the project. A symbolic contribution helps the organization gauge the community’s interest in the project;

• Users: these members use the organization’s services and benefit from, for example, discounts on rooms or meals.



The basic experience Cultural tourism

What is the experience? • Discovering a Franco-Yukon place

• Discovering Franco-Yukon artists

• Responding to essential needs and a taste for exploration all under one roof (lodging, food and culture)

• Access to tours, visits and experiences for Francophones in a single place

• Tasting locally-sourced foods

• Meeting with Francophone and Francophile residents

• Participating in art workshops and attending shows

• Discovering Francophone entrepreneurs

• Tracing one’s family tree at the genealogy centre

Possible partnerships Local artists, Société historique franco-yukonnaise, Yukon Archives, tourism service providers in Whitehorse, Franco-Yukon residents and AFY’s cultural branch

Possible themes

• Dreaming of gold in a land larger than life

• The call of the wild

• “Ma cabane au Canada” in the last frontier

• EXTRA-ordinary adventure inn

• Escape, adventure and discovery under the midnight sun

Feasibility study of an Inn/Cultural Centre Although the model proposed is a coop, it must be said that even this type of business faces the same types of financial viability constraints as a private business unless the members are prepared to continually subsidize the business. For the financial portion of a feasibility study, a coop is only an alternate way of obtaining capital and structuring the business.

Feasibility: the cultural centre We will not examine the feasibility of the cultural centre as such. Numerous studies for a Franco-Yukon cultural centre have been carried out over the past 20 years, and our intention is not to repeat those studies. To assess the viability of a cultural centre, it is necessary to gather more details on the role of the centre and how the potential occupants and guests will be using it. This involves more in-depth research and a bigger budget than provided for by this study. To properly calculate the costs, it would be necessary to have an architectural plan defining the spaces to be built and the site for the building.

Viability conditions It can be stated that, in order to be independently viable, a cultural centre needs one or more tenants that can cover operating expenses (like the library at the new Kwanlin Dün cultural centre).



Otherwise, government subsidies will be necessary. Cultural centres in general depend on subsidies even if they collect rental income from their occupants. We studied three cultural centres:

� The Franco-Manitoban Centre in Saint-Boniface � The Aberdeen Cultural Centre in Moncton, New Brunswick � The Vieille Usine de l'Anse-à-Beaufils, near Percé, Québec

We noted that these three centres serve very large publics: there are 29,000 French first language inhabitants in the greater Winnipeg area, 43,000 French first language inhabitants in the greater Moncton area, and 17,000 French first language inhabitants in the regional county of Percé. Percé is in Gaspé, and each year it welcomes between 500,000 and 850,000 visitors, the vast majority of whom are Francophone. The situation in Yukon is very different, and it is difficult to draw conclusions from these three cultural centres.

Capital costs At today’s costs, construction costs in Whitehorse average $2,000 per square meter To this basic amount, it is necessary to add the cost of the lot and 10% for architectural and engineering expenses, plus an additional 10% for unforeseen expenses, for a total of $2,400 per square meter plus the cost of the lot. The capital cost for a 1,500 square meter building would amount to $3.9 million, broken down as shown in Table 12.

Table 12 Capital cost for the Cultural Centre

Lot $300,000

Construction costs $3,000,000

Architect and engineers $300,000

Contingency reserve $300,000

Total $3,900,000

Operating and maintenance costs We have estimated a total $172 per square meter annually for building maintenance.26 This amount includes custodial services, energy costs, repairs and maintenance, municipal services, property taxes, landscape maintenance, snow removal, building management, etc. It does not include mortgage payments. The annual operating budget for a 1,500 square meter cultural centre would therefore be $260,000. In order to cover this amount through rental income, more than half of the building would have to be rented out. That means 800 square meters of space for which gross annual rent would be a modest $30 per square foot. This gross rent would include operating expenses, such as taxes, repairs and maintenance, heating and electricity.

26. This amount was calculated based on data from the Whitestone Facility Operations Cost Reference 2010-11. We

have averaged operating expenses for four types of buildings: municipal building, place of worship, social club and visitor’s centre.



Summary The cultural centre project requires more in-depth study, starting with architectural plans and a business plan that define the surface that the centre would need, as well as capital costs. In general, capital costs for cultural centres are entirely covered through government or other funding. It is difficult to conceive of a cultural centre that would have the necessary means to pay a mortgage from its own sources. A cultural centre can be financially self-sufficient, but only in very rare cases. A portion of operating costs could be covered by rents.

Feasibility: The inn We have looked into the feasibility of an inn with both private rooms and dorms. The size will depend on the profitability threshold, which takes into account capital costs and financing and operating expenses. We would like to thank Carla Pitzel, the former owner of the Hawkins House Bed and Breakfast for giving us very useful information on occupancy rates and the Francophone market. We have created a model on which we can establish the profitability threshold by adjusting the number of rooms and beds, the initial funding, occupancy rates and the nightly rates for rooms and beds. As an example of a break-even point, the model used is one with five private rooms, 24 beds in dorms and a $500,000 mortgage. Revenues are based on an average rate of $140 per night for a private room in high season, $90 in low season, and an average rate of $25 nightly for a bed in a dorm. Details on our assumptions for revenues and costs are presented below.

Demand It bears pointing out from the start that an inn cannot depend solely on the patronage of Francophone clients. The number of Francophone visitors would be limited and an inn associated with a cultural centre would attract a very diversified clientele. We can expect to see more Francophone clients in winter—mainly French-speaking federal civil servants. A youth hostel would also be a good tourism product in summer, as it would meet a need for the vast majority of Francophone visitors and for students who come to Whitehorse for summer jobs, particularly if we take into account the current lack of affordable housing in Whitehorse.

Capital costs Capital costs are based on the assumption of new construction and include the cost of a lot, construction costs, furnishings and equipment. These costs could be reduced by using an existing building. However, the only buildings available in Whitehorse tend to be old, not well maintained, not energy efficient and in a state of disrepair. In most cases, it would be best to demolish and rebuild rather than renovate. Construction costs are based on the square footage needed for the rooms and dorms. An average of 7 square meters per bed is necessary in the dorms, while the rooms must be 41 square meters



each. These surface areas include the entire amount of space needed and not just the size of the rooms. The average square meter per room or bed includes spaces for circulation (corridors), common areas (lobby, common rooms, public restrooms), the thickness of the walls and service areas (kitchen, supply room, offices, laundry facilities, etc.). Based on a construction cost of $2,000 per square meter, a new building with 24 beds in dorms and five private rooms covering 373 square meters would cost $1,327,000, as detailed below (Table 13).

As described above, the average cost of construction in Whitehorse today would be $2,000 per square meter. This is the basic amount, not including the price of a lot, which we estimate would cost $300,000 for a lot in downtown Whitehorse, and 10% for architecture and engineering fees, plus an additional 10% contingency reserve for unforeseen expenses. This amounts to a total $2,400 per square meter plus the cost of the lot. Furnishings and equipment would amount to $12,000 per room and $3,000 per bed in the dorms.

Financing The construction costs would have to be financed by a mortgage and a down payment from the owner or coop members. According to our assumptions, the maximum loan amount the inn could carry is $500,000, based on an interest rate of 5% and an amortization period of 15 years. The difference between the maximum loan and capital costs would have to be provided by the beneficial owners or coop members. The investment or down payment would be in excess of $825,000 for the building considered in the model.

Table 13 Calculation of construction costs for an inn

Number of rooms 5

Average size (m2) per room 41

Beds in dorms 24

Average space (m2) allotted per bed 7

Total space (m2) 373

Construction cost per m2 $2,000

Construction costs

Lot $300,000

Construction costs $746,000



Furnishings and equipment (rooms) $60,000

Furnishingsand equipment (dorms) $72,000

Total construction costs $1,327,200



Revenue Revenues can be calculated based on prices (per room/bed) and occupancy rates. The nightly rate for a private room will be, on average, $140 during the 92-day high season from June to August and then decrease significantly during the 273-day low season (September to May). According to Ms. Pitzel, the vast majority of clients during the low season would be federal civil servants. The federal Treasury Board caps hotel room prices at $110 per night. The occupancy rate for rooms is set at 98% from June to August (almost full capacity all the time) and 64% the rest of the year. The occupancy rate averages out to 72.6%, which is halfway between the annual average of between 70% and 75% quoted by Ms. Pitzel. Our assumption for the dorms is an occupancy rate of 90% during the summer months and 22.5% during the low season. These occupancy rates are approximate given the lack of relevant current data in Yukon. The nightly rate would be $25 year-round. Based on these assumptions, the total annual revenues shown in Table 14 would be $242,200.

Table 14 Calculation for total revenues from the inn

Number of rooms 5

Average occupancy, June to August 98% 92 days

Average occupancy, low season 64% 273 days

Average annual occupancy rate 72.6%

Average price/room, June to August $140 92 days

Average price/room, low season $110 273 days

Average nightly rate for a room $117.56

Number of beds in the dorms 24

Average occupancy, June to August 90% 92 days

Average occupancy, low season 22.5% 273 days

Average annual occupancy rate 39.5%

Average nightly rate per bed, June to August $25 92 days Average nightly rate/bed, low season $25 273 days

Average price per bed in the dorms $25

Total revenues generated by the inn $242,200

Operating costs and status of pro forma results The operating costs are based on studies of Small and Medium Enterprises conducted by Statistics Canada and presented on the Industry Canada website.27 We have averaged the operating costs of hotels and inns located along highways, as there is limited data available on inns with dorms. We believe that, dollar for dollar, operating costs for the dorms would be essentially the same.

27. The results were calculated based on reports provided on the Industry Canada website

http://www.ic.gc.ca/eic/site/pp-pp.nsf/eng/home based on averages for roadside hotels and inns.



Table 15 presents the pro forma results at the profitability threshold based on five private rooms, 24 beds in the dorms and a $500,000 mortgage loan. Operating costs in this scenario are calculated on a disbursement or cash-flow basis. This exercise therefore is to show payments of principal and interest, not on an amortization or depreciation basis.

Table 15 Operating costs and pro forma results Revenues Revenues from rooms $155,700 Revenues from dorms $86,500 Total revenues $242,200

Expenses Sales (direct fees) Wages and staff benefits $7,050.06 Purchases, materials and sub-contracting $48,507.43 Total direct fees $55,557.49 Operating expenses (indirect fees) Handling and commissions $44,003.35 Repairs and maintenance $12,655.85 Utilities (telephone/telecommunications) $16,930.96 Rental $6,511.46 Honoraria $8,225.38 Advertising and promotion $5,045.39 Delivery, shipping and storage $144.70 Insurance $6,704.78 Other expenses $39,225.77 Total indirect fees $139,447.63 Mortgage payments (principal and interest) $47,288.00 Total expenses $242,292.80

Net cash flow -$92.80

Summary and analysis of risks Our analysis shows that, with an adequate investment from the beneficial owners and members of a cooperative, an inn with private rooms and dorms could be financially viable, as long as other funding parties do not expect a high rate of return. A youth hostel model is fairly risky for two reasons. The first is related to the market. The Francophone market is made up largely of people aged over 45 who rarely stay at youth hostels. The second is that we do not fully understand the costs associated with operating such a business. We have much more information on more conventional hotels. We have therefore based our analysis on assumptions we believe to be relatively safe.



Feasibility: a café Adding a café to an inn/cultural centre should not be difficult or costly. Kitchen space has already been factored in. Only additional space for tables is needed. Table 16 shows that, for a 24-seat café based on a configuration of six 4-seat tables, only 1.5 m2 per seating place would be necessary for a total of 36 m2, which could cost close to $100,000. Capital costs, detailed below, are based on the same assumptions as for the cost of constructing the inn and $400 per place for furniture and equipment. According to several restaurant industry publications, the profitability threshold for a restaurant with limited service like a café would be approximately $250 per square foot or $2,700 per square metre. This amount in revenues would require $500 in sales daily during high season (June to September) and approximately $190 daily in low season. We believe that these amounts are attainable. It should not be difficult to incorporate a café into an inn. Capital costs would increase only very moderately, as a kitchen is indispensable for an inn and cultural centre. The only additional space would be for tables. It would be fairly easy to make a profitable business of a café that offers limited service as opposed to a restaurant that provides table service.

ACTION PLAN The following section sets out the strategic actions for developing Francophone cultural tourism products, from the concept stage to market. The success of these products will depend on the application of the strategies based on strengths and opportunities, strengths and threats for, and weaknesses and opportunities set out in the “Issues and challenges” section. Positioning the product brand to be conveyed will be based on Yukon’s existing brand and reputation. Francophone presence and heritage will add value to the products. In order to develop the products’ brand, it will be necessary to highlight their themes.

Table 16 Construction costs - Café

Lot $0

Construction $72,000



Furniture and equipment $9,600

Total $96,000



In the next step of the product development phase, a payment method and billing as well as a cancellation policy will have to be developed in conjunction with product rollout, unless the partner organizations or businesses entrepreneurs already have policies in place. The following calendar (Table 17) describes the activities involved in rolling out the Franco-Yukon cultural tourism products presented in this document. The following calendar starts in January each year.

Table 17 Calendar of activities for marketing the products Activity Date

Year 1 2011 Obtain approval of the feasibility study by RDÉE Yukon and sponsors 1st quarter Present the study report to RDÉE Yukon’s partners 1st quarter Hold focus group with the travel industry 2nd quarter Search for funding for product development and marketing

2nd quarter Prepare material for and attend shows and fairs in fall and spring in Europe 2nd quarter Search for funding for products to be used for initial promotion (video and travelling exhibit)

2nd quarter

Prepare material and plan to attend international travel/vacation shows and trade fairs in spring in Québec and for Rendez-Vous Canada

2nd quarter

Identify new partners and maintain existing distribution partnerships 2nd quarter Seek and select partners to develop and market the product 2nd quarter Negotiate partnerships with potential organizations 3rd quarter Negotiate agreements with canoeing outfitters and restaurants 3rd quarter Negotiate agreement with AFY’s cultural branch 3rd quarter Look for European partners for the travelling exhibit (marketing) 3rd quarter Develop and promote products – develop themes 3rd quarter Hire a contract employee to oversee the initial positioning for the marketing component (video and travelling exhibit)

3rd quarter

Look for content and develop material for products with consultants and students at École Émilie-Tremblay (if this idea gets the green light), in accordance with instructions from RDÉE Yukon and partners

3rd quarter

Develop a theme for the video and travelling exhibit based on important figures from the past and present and the influence of Francophones in the territory over the years to support marketing to Francophone markets

3rd quarter

Launch public call for artists who would be interested in producing a video and develop and produce a travelling exhibit

3rd quarter

Identify businesses that meet the “market ready/export ready” criteria, or prepare a training seminar for businesses to help them become “market ready/export ready”

4th quarter

Include images of Francophone products for Francophone markets in the Yukon Vacation Planner, the website, and AFY’s promotional material

4th quarter



Table 17 Calendar of activities for marketing the products Activity Date

Year 1 2011 Develop the video (marketing) 4th quarter Develop the travelling exhibit 4th quarter Seek funding for a feasibility study for the inn/cultural centre 4th quarter Developing a database of media, the industry and potential partners to market the product

4th quarter

Year 2 2012

Prepare material for travel shows and trade fairs in fall and spring in Europe and attend shows/fairs

1st quarter

Prepare material for travel shows and trade fairs in fall and spring in and for Rendez-Vous Canada and attend the shows/fairs

1st quarter

Take photos and compile a bank of photos to be used for plaques; plan video footage for a CD-ROM in the future for tour operators or to be used in web ads

1st quarter

Provide training for businesses to help them become “market ready/export ready”

1st quarter

Make contact with specialized magazines and work on ideas for articles for promotion

1st quarter

Produce a video (marketing) 1st to 4th quarter Produce the travelling exhibit (marketing) 1st to 4th quarter Recruit and train families for the “Francophone Package” 2nd queerer Look for and compile educational material to be used to train guides and families for the “Francophone Package”

Ongoing in Years 1 and 2

Participate in travel shows and fairs Depending on dates Develop a website Ongoing Develop, create, and record podcasts 2nd quarter Prepare content for a CD, produce and burn the CDs Ongoing Create, develop and set up geocache activities Ongoing Prepare and draft a series of press releases and a press kit 3rd quarter

Year 3 2013

Launch the products 1st quarter Launch and install marketing tools (video and travelling exhibit) 1st quarter Plan tours for travel journalists and other specialists 1st quarter Provide training to guides/interpreters (potentially a pilot project with ÉET) 2nd quarter Launch podcasts, CD and geo-caching activities 2nd quarter Publish articles in specialized magazines Ongoing Launch products officially 2nd quarter Find ways to evaluate the results of the marketing strategy 3rd quarter Review the marketing strategy 2014



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corporate.canada.travel/Corporate/Flyout.page?id=366&fid=570

Canadian Tourism Commission, Expériences: Une boîte à outils pour les partenaires de la Commission canadienne du Tourisme, Version 1.5, April 2010.

CNW Group, 2010 http://www.newswire.ca/fr/releases/archive/November2010/05/c9404.html Department of Tourism and Culture Yukon: Market ready/Trade ready/Business ready criteria

http://www.tc.gov.yk.ca/pdf/FINAL2008_Bus_Mkt_Trd_Ready_Criteria.pdf

Gestion Conseil J.-P. Corbeil inc., 2008, La Concurrence des destinations nordiques internationales : survol et inventaire. Gestion Conseil J.-P. Corbeil inc. together with M.-A. Delisle.

Industry Canada: SME Benchmarking Tool. http://www.ic.gc.ca/eic/site/pp-pp.nsf/eng/home Le Répertoire des entreprises et services touristiques du Yukon, RDÉE Yukon, 2008.

Le Profil du visiteur Francophone (2010), Final report presented to RDÉE Yukon by Sylvie Binette. Luca Romani, Michael Towers, Douglas Abate, Richard Dotz. Whitestone Facility Operations Cost

Reference 2010-2011, 4th Annual Edition. Whitestone Research, August 2010. Marie-Andrée Delisle and associates. Plan de marketing touristique pour le Réseau de

développement économique et d’employabilité du Yukon, Final report – January 2004. 2004. Ministère du Tourisme du Québec: [Le tourisme culturel : actualités et perspectives]. Société des musées du Québec: http://www.smq.qc.ca/publicsspec/guidesel/expoitinerantes/planificationexposition/etudedemarch

e.htm



Tourism Intelligence Network, 2009: http://veilletourisme.ca/2009/09/02/les-touristes-lisent-ils-les-classements/

Tourism Intelligence Network: http://veilletourisme.ca/2011/01/17/un-condense-des-grandes-tendances-touristiques-pour-2011/ Tod Jones, Michael Hugues, Vicky Peel, David Wood and Warwick Frost. 2007. Assisting communities

to develop heritage tourism opportunities, CRC for Sustainable Tourism, 2007, Australia. UNESCO, 2008: http://portal.unesco.org/culture/fr/ev.php-

URL_ID=34050&URL_DO=DO_PRINTPAGE&URL_SECTION=201.html UNESCO 2010: http://www.unesco.org/culture/ich/index.php?lg=en&pg=00002 Yukon Government, Tourism and Culture Department: 2004 Visitor Exit Survey, Yukon Government,

Department of Tourism and Culture. Yukon Government, Department of Tourism and Culture:1http://www.tc.gov.yk.ca/pdf/2010-

2011_Tourism_Yukon_Implementation_Plan_SMC_Draft(1).pdf11 TOURISM YUKON IMPLEMENTATION

Yukon Government, Department of Tourism and Culture: Delivering Expectations, Business, Market and Trade Ready Manual: http://www.tc.gov.yk.ca/pdf/TourismBMTmanual_final_for_web(3).pdf

Yukon Government, Department of Tourism and Culture: France at a Glance, 2009. Yukon Government, Department of Tourism and Culture: Yukon Vacation Planner 2011 – online

version http://www.travelyukon.com/vacationplanner2011/index.html

APPENDICES Appendix 1 – Detailed list of strengths and weaknesses, opportunities and threats Appendix 2 – Compilation report on consultations led by Christiane Boisjoly & Associates inc.



APPENDIX 1: DETAILED LIST OF STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

Strengths Strengths associated with Yukon’s natural heritage

• Sheer size and northern latitude of the Yukon

• The northern lights, the midnight sun

• The diversity of wildlife, including grizzly bears and black bears, salmon, caribou and crows

• National and territorial park network

• Calm and solitude ever present

• The Yukon River: Yukon’s biggest river and largest watershed, which connects almost all communities in the territory

• Continual migrations

• The presence of First Nations in the territory (revitalization of their culture) Strengths associated with Yukon’s French cultural heritage

• Past and present culture existing in close conjunction

• Diverse human and built cultural heritage: rich history, landmarks that reveal the customs and movements of aboriginal peoples and the first explorers (Fort Selkirk, Lapierre House)

• Francophone legacy in the territory dating back to the early explorers

• Life stories of Francophone legends

• History of the Gold Rush and the culture that goes with it

• French place names in the Yukon Territory

• Inhabitants’ spirit of freedom and adventure

• Historical documents and research available (books and archives)

• Products based on historic facts (plays and games)

• A diversified Francophone community

• A Francophone community brimming with artistic talent, energy and vitality

• A cultural section that is very organized in terms of support and promotion

• The committee of the Société historique franco-yukonnaise

• Early contact between the first Francophones to come to the territory and First Nations, the legacy and role of Francophones in the territory during the fur trade era

• Migration and inter-marriage over the years Strengths associated with the development of Franco-Yukon tourism products

• High-quality products and ever-improving service quality

• Authentic, rustic product and infrastructure

• Francophone and Francophile businesses that offer adventure products (winter/summer)

• Capacity to welcome visitors in French, particularly in Dawson City and Whitehorse

• A few light adventure products available in Whitehorse (winter/summer)



• Interest in forming partnerships with museums and National Parks (Whitehorse and Dawson City)

• Profile of Francophone visitors (2010)

• More than 80 artists (visual arts, film, dance, music, crafts).

• Theatre companies Strengths associated with the organization and development of the tourism sector

• RDÉE Yukon is well established

• Well-established partnership network for RDÉE Yukon and AFY’s cultural branch

• Close collaboration between the Yukon Department of Tourism and Culture, the Canadian Tourism Commission and RDÉE Yukon

• Presence of circuits with excursions offered in each region

• Support from RDÉE Yukon and SOFA to Francophone entrepreneurs for training (Export/Ready, Market/Ready, etc.)

• Yukon tourism guide available in French, Directory of tourism businesses and services in Yukon, French website of the Department of Tourism and Culture www.travelyukon.ca/fr and promotions of packages on the website

• Translation service offered by the Government of Yukon

• Direct flights to Frankfurt and Zurich during the summer (starting in 2011) Strengths associated with marketing and merchandising

• A very clear image of Yukon as a true wilderness destination and last frontier

• Grizzly bears and wolves

• Ma cabane au Canada: here, people really do live in cabins

• Friendly, welcoming people who are free spirits and have a taste for adventure

• Genuine people and authentic products

• People who speak French

• One big Francophone family, albeit from all corners of the world: those whose ancestors came as explorers and those who are only just settling here

• Participation of RDÉE Yukon in travel fairs like TOP RESA (France), the Forum des Amériques (France), MAP (France), the Montreal RV show, and the Canadian Tourism Commission (France).

• Synergy between RDÉE Yukon and local tour operators

• Possibility of combining service products and Francophone tourism products

• The Opération séduction program of the Fédération des aînées et aînés Francophones du Canada to encourage Francophone seniors in Canada to travel

Weaknesses Weaknesses associated with Yukon’s natural heritage

• Very large distances between communities and the services they offer

• National parks closed in winter

• Less diversity in terms of flora and fauna in winter

• Limited number of soft-adventure tourism locations in winter outside Whitehorse



Weaknesses associated with Franco-Yukon cultural heritage

• The challenge of defining Franco-Yukon heritage

• Yukon’s Francophone community, as we know it, is relatively new

• Few tangible and intangible heritage sites; limited because of young history Weaknesses associated with the development of Franco-Yukon tourism products

• Ability to welcome visitors and provide service in French is limited to the regions of Dawson City and Whitehorse

• The offer is mostly seasonal: summer

• Far from target markets (France, Switzerland, Belgium, Quebec)

• Francophone population in a constant state of flux: artists and businesses come and go

• Turnover in products and services offered: businesses open and close

• Visitors not aware of the Francophone presence in the Yukon Territory

• Yukon’s Francophone population perceived as a closed community by other locals Weaknesses associated with the organization and development of the tourism sector

• Incorrect signage in certain places and inadequate in others, but still better than in 2004 (the last time they were evaluated)

• Low standards of certain accommodation infrastructures—where they even exist—outside Whitehorse and Dawson City

• Limited access by air (frequency of flights, transfers, travel time, cost and quality) in season; no direct flights from Europe and Eastern Canada in low season

• Limited product combinations in package deals

• Limited infrastructures such as restrooms and running water outside urban centres

• Limited choice of restaurants outside Whitehorse

• Little effort to date to encourage businesses, tour operators and clients to buy into sustainable tourism practices

• Limited funding from government

• Small pool of Francophone tourists

• Problems recruiting personnel with the right skills in more remote regions where housing is in short supply, e.g., Dawson City in summer

• Difficulty finding bilingual personnel in certain sectors Weaknesses associated with marketing and merchandising

• Businesses that register their packages on Yukon Tourism’s website have to be encouraged to announce that they offer service in French if they do. There are currently no packages targeted directly to a Francophone public (winter 2010), but businesses that offer service in French can use the “Bonjour” logo.

• No common portal to advertise and sell all packages other than the Yukon Tourism site.

• Lack of coordination with the Tourism Industry Association (TIA), the Yukon Historical and Museums Association (YHMA), the Klondike Visitors Association (KVA) and RDÉE.



• Few entrepreneurs know that government funding is available to support their promotion efforts on the international market

• Few Francophone products are certified market ready/export ready Opportunities

• The number of tourists from France grew in 2010, while other European markets declined

• 8% more visitors from France in the first five months of 2010 than compared to the same period in 2009

• Use of the Internet for trip planning

• Tourism boom expected worldwide over the next two decades (World Tourism Organization).

• Surge in long-haul travel and travel packages

• More retirees wanting to travel outside peak periods (opportunities to offer soft-adventure products in low season to retirees who are looking for quiet and have greater flexibility in terms of vacation schedules)

• Growth in the independent traveler segment (1-8 individuals), also referred to as FIT (foreign independent travellers)

• Higher demand for cultural tourism experiences and educational experiences (learning travel)

• Keen interest in experiences that combine nature (ecotourism) and aboriginal culture

• Strategic importance of baby-boomers for the tourism sector because of the size of this segment, their purchasing power, their interest in ecotourism and cultural tourism products

• Higher demand for the following types of tourism: community tourism, slow tourism and geo-tourism, which are based on the principle of opting for tourism that is fair and sustainable vis-à-vis the environment, culture and the heritage of the regions visited, also a surge in sport tourism.

Threats

• The depreciation in the euro and the prevailing economic situation in countries such as France and Belgium

• The trend toward short visits: a threat to the Franco-Yukon cultural product, as the market for this product lives between 4,000 and 10,000 kilometres away

• Global pollution (air and water quality) and pressures on natural resources from industries, such as real estate development, mining, and forestry, which could have devastating consequences for Yukon’s natural heritage (the main reason people choose Yukon as their travel destination)

• Harsh winters could make certain client segments wary of travelling to remote regions

• Biting insects in certain periods in summer in certain regions

• Very strong competition from other Canadian provinces and territories, Alaska and the Scandinavian countries, which also have products that capitalize on magnificent nature and distinct culture



APPENDIX 2

REPORT

ON THE CONSULTATION PROCESS TO STUDY THE FEASIBILITY

FOR FRANCO-YUKONNAIS

CULTURAL TOURISM PRODUCTS

Prepared by: Christiane Boisjoly & Associates inc.

Prepared for: RDÉÉ Yukon

September 3, 2010



SUMMARY Format of consultations A consultation process was conducted to identify ideas for Franco-Yukon cultural tourism products. First, we consulted with members of Yukon’s Francophone community (in Whitehorse and Dawson City) for ideas. In all, 12 individuals participated in two discussion groups in Whitehorse. We also spoke with two members of the Francophone community in Dawson City by telephone. We then spoke with members of Yukon’s Anglophone community in Whitehorse to assess whether or not they were in favour of partnerships to develop and market those ideas. Twelve people participated in this discussion group. Information gathered These consultations enabled us to identify the things that come to mind when people think about Yukon: landscapes, flora and fauna, the outdoors, characteristics of the population and tourism. Then, the participants identified the things that come to mind when people think of the Franco-Yukon community: organizations, the “personality” of the community, events, culture, etc. Throughout these consultations, we held brainstorming sessions to generate as many ideas as possible. The participants then chose the most promising ideas and provided a list of criteria for developing and marketing those ideas. They also identified the foundations on which the ideas could be built as well as any additional resources that could be needed. Lastly, potential partnerships were explored. Conclusion In conclusion, a great many ideas were suggested. We saw that Anglophones and Francophones alike were enthusiastic about the project. There also seemed to be consensus between both groups when it came to their preferences, which can pave the way for partnerships. The members of the Anglophone community expressed a particular interest and keenness for the most promising ideas. They would need a market study in order to be able to proceed.



TABLE OF CONTENTS 1. Groups and participants …………………….……………………………………... 2

2. Yukon themes: the images they evoke ………………………………………….. 3

3. Franco-Yukon themes: the images they evoke ………………………... 3

4. Ideas suggested

Discussion groups……………………………………………………………………. 4 Interview in Dawson City ……………………………………………………... 7

5. Criteria for assessing the ideas ……………………………………………………. 8

6. Foundations ……………………………………………………………………………….. 10

7. Additional resources ……………………………………………………………….. 11

8. Potential partnerships ………………………………………………………………… 11



GROUPS AND PARTICIPANTS In this section, we present a summary of the format used for the consultation process. Source of potential participants RDÉÉ Yukon provided us with an initial list of some 150 potential participants, grouped in the following six categories:

� Tour operators

� Restaurants and hotels

� Experience: products and activities

� Cultural experience

� Private, government and non-profit organizations

� Heritage groups, historical societies and museums

Francophone groups The main objective was to gather ideas to promote Franco-Yukon cultural tourism. Two Francophone groups made up of members of the Francophone community in Whitehorse. From the above list, we selected the most promising. For our consultation with the first Francophone group, we invited 33 individuals by e-mail from different occupational backgrounds. For the second Francophone group, we invited 38 individuals by e-mail. In all, 12 members of the Francophone community in Whitehorse took part in the dialogue. We also interviewed, via telephone, two people from the Francophone community in Dawson City. Anglophone group The objective was to evaluate the potential for partnerships for the ideas that came out of the consultations. One group discussion was organized with Anglophones in Whitehorse. From the above list, we again selected the most promising and sent e-mails to 26 of them inviting them to participate. Here again, 12 people took part in the discussions.



YUKON THEMES: THE IMAGES THEY EVOKE All the participants agreed on the themes that people associate with Yukon. The themes can be categorized as follows:

� Scenery (e.g., mountains, midnight sun, vast expanses)

� Wildlife (e.g., bears, dogs, berries)

� “The great outdoors” (e.g., extreme sports, camping, skiing)

� People/inhabitants (e.g., people helping one another, multilingual, creative)

� Tourism (e.g., lack of infrastructure, RVs, lack of quality standards)

� Miscellaneous (e.g., exciting, bush planes, mines)

FRANCO-YUKON THEMES: THE IMAGES THEY EVOKE While the Anglophone participants were less vocal on this subject, all groups mentioned similar themes, which we have summarized as follows:

� Organizations (e.g., AFY, École Émilie-Temblay, the newspaper L’Aurore boréale)

� Characteristics (e.g., family-oriented, vibrant, strong presence)

� Community-oriented (e.g., diverse backgrounds, Francophiles, bilingual)

� Events (e.g., Saint-Jean Baptiste Day, community suppers, film festival)

� Historic sites (e.g., Maison Binet House, Lake Laberge)

� Opportunities (e.g., travel for young people, support, funding)

� Culture (e.g., Soir de Semaine, theatre, music)

Although the Anglophones had fewer ideas about the themes associated with the Franco-Yukon community, the participants demonstrated a very positive attitude toward Yukon’s Francophone community.



IDEAS SUGGESTED BY THE DISCUSSION GROUPS The ideas suggested by the two Francophone groups in Whitehorse are presented in the table below. The last two ideas in the “Infrastructure and products” section were added by one of the consultants. The right-hand columns (F and A) represent “votes” in favour of an idea by Francophones (F) and Anglophones (A). The ideas were organized in order of priority, as follows:

� Each participant received a green sticker (worth 3 points) and was asked to place it on the

idea that they felt was the most promising.

� The exercise was repeated with a yellow sticker (worth 2 points) to indicate their second

choice.

� It was repeated again, this time with a red sticker (worth 1 point) for their third choice.

� The points for each idea were then added up.

Ideas F A

Circuits Driving guide with information about the Francophone community – covering the entire Yukon territory

11 3

Fall circuits (self-guided tours including activities where visitors are asked to find someone with a particular French last name in Whitehorse) accompanied by an audioguide

6 3

Francophone tourism circuit 5 Visit to the cemetery to trace family roots (as is done on Île d’Orléans); includes the book Empreintes

3

Fred Pellerin-style itinerary relating the story of Francophones in Yukon 9 Gold Rush circuit with stops at points of interest associated with Francophones, including archives or visitor information centre

6 11

Treasure hunt (e.g. passport) (should be easy) 1 “Artists trail” circuit akin to “tasting trail” circuits 2

Shows and events Francophone festival with artisans, kiosks, music, food, workshops 10 28 Cultural shows about Yukon’s Francophone community 6 Campground circuit – a team will make presentations 1 2 Play about Yukon’ French ancestry (travelling theatre group) 1 Talent show to showcase Franco-Yukon talent Outdoor show on a mountain top 2 Storytellers and musicians at the Hot Springs (in winter) 2

Ideas

F A



Packages/Activities Francophone packages (e.g., rafting followed by an evening of entertainment in French)

2 1

Dog-sled excursion on Lake Laberge with a guide who is knowledgeable in history followed by a supper (or an overnight stay at the Campanas)

Geo-cache activity or a “tasting trail” circuit, with the focus on the Francophone community

2

Guided canoe adventure tour following in the footsteps of the fur traders (2) Northern sauna followed by a gourmet dinner with singers Meetings with Francophone artists in their studios or workshop activity with artists Workshop on making crafts by reusing/repurposing existing materials Visit to Fort Selkirk An evening with a Francophone family Directory of families that would welcome visitors into their homes

6

Infrastructures/Products Société historique franco-yukonnaise – a place with archives/museum 2 Directory of Francophone cultural activities 1 3 Booklet of interactive games for children to play while travelling by car Yukon-brewed beer with a French name 1 People who can help Francophone tourists communicate in English Network with YAAW and Arts in the Park to identify Francophone artists Promote community suppers and shows happening concurrently with the Yukon Quest Internet guide and calendar of events 2 Travelling exhibit in Europe (France, Belgium, Switzerland) and in Francophone regions in Canada

9

Cultural centre or youth hostel that offers:

� Workshops with Francophone artists

� Talent show

� Archives, genealogical information

� Storytelling

� Exhibits by Francophone artists

� French classes

2



PREFERENCES Interestingly, the four ideas considered to be most promising by Francophones were also considered to be most promising by Anglophones. This indicates strong potential for partnerships.

Francophones Anglophones

Combined ideas:

� Driving guide with information about the Francophone community – covering the entire Yukon territory

� Fall circuits (self-guided tours including activities where visitors are asked to find someone with a particular French last name in Whitehorse) accompanied by an audioguide

17

Francophone festival with artisans, kiosks, music, food, workshops

28

Francophone festival with artisans, kiosks, music, food, workshops

10

Gold Rush circuit with stops at points of interest (associated with Francophones, including archives or visitor information centre

11

Fred Pellerin-style itinerary relating the story of Francophones in Yukon 9

Travelling exhibit in Europe (France, Belgium, Switzerland) and in Francophone regions in Canada

9

Ideas that received the same number of votes:

� Gold Rush circuit with stops at points of interest (associated with Francophones, including archives or visitor information centre

� Cultural shows about Yukon’s Francophone community

� An evening with a Francophone family

6

Combined ideas:

� Driving guide with information about the Francophone community – covering the entire Yukon territory

� Fall circuits (self-guided tours including activities where visitors are asked to find a someone with a particular French last name in Whitehorse) accompanied by an audioguide

6

Similarities The following ideas were as well received by Francophones as they were by Anglophones.

� Francophone festival

� Self-guided tours

� Gold Rush circuit



Differences On the other hand, participants had diverging opinions about the following:

� The types of guided tours (Anglophones preferred the Gold Rush type tours, while Francophones

preferred self-guided tours).

� Francophones were interested in the idea of spending an evening with a Francophone family and

seeing cultural shows. Presumably, this interest stems from their wanting to make people aware

of Franco-Yukon culture.

� Anglophones preferred the idea of a travelling exhibit, probably because they wanted all of Yukon

to benefit from it.

IDEAS SUGGESTED IN DAWSON CITY The ideas gathered from telephone interviews with the two participants in Dawson City were examined separately as they were not evaluated by the groups. 1. An evening with Francophones, such as artist Alain de Repentigny and Lorenzo, in Dawson City

who can tell visitors a little about Dawson’s French history over dinner.

2. Canoe experience with Alain de Repentigny: building a canoe and then taking it out for an

excursion, combined with stories about Yukon’s Francophone community.

3. Historical circuit organized in collaboration with Parks Canada.

4. Circuit with cultural tourism products at every stopping point, e.g., in Whitehorse, Kluane, Mayo,

Dawson City.

5. An evening featuring wine and cheese tastings (or beer and poutine).

6. An evening aboard the Klondike Spirit: a) To celebrate Saint-Jean Baptiste Day; b) To spend an evening with other Francophones: dinner and entertainment (songs, music and

stories).

7. Event similar to the Fête de la Nouvelle-France in Quebec City.

8. Horse-riding trail between Whitehorse and Dawson City (there is already a path). The distance between the two cities could be travelled partly on horseback, partly on foot, partly by canoe.

9. Volunteer-based eco-tourism: give young Francophones the opportunity to volunteer for Saint-Jean Baptiste celebration activities.

10. Volunteer-based eco-tourism: cleaning up the riverbanks along the Yukon River followed by cultural activities in the evening.



11. Educational tourism: give Francophone volunteers the opportunity to participate in the French programming of the Dawson Music Festival by, for example, helping to organize the event.

12. Educational tourism: Yukon School Of Visual Arts and Klondike Institute of Art and Culture could offer training in French (e.g.: course in old-style photography)

13. Set out a circuit that includes stops at historic sites, such as Fort Yukon, complete with stories. 14. Together with input from Parks Canada, set out a circuit that includes the history of Francophones

during the Gold Rush.

15. Linguistic centre in Dawson City where French courses could be offered. There could also be residences or a B&B.

16. Bring students in architecture to visit the buildings of Dawson City, Canada’s second oldest historic

district.

17. Website presenting all Francophone tourism entrepreneurs in Yukon to help travellers plan their trip. Those who use the site to plan their trip could also benefit from a 10% discount.

18. Combination French Can-Can/Dawson Casino and France’s Moulin Rouge.

19. Develop a circus training centre. Partnership with the National Circus School in Montreal. Could also include a day camp component for children.

CRITERIA FOR ASSESSING THE IDEAS Only Francophones were consulted for their thoughts on the criteria they thought should be used to evaluate the potential of the ideas. The criteria can be grouped into four categories: sustainability, accessibility, return on investment and meeting tourists’ needs. Durability

� Durable – can be updated and adapted to needs

� Recurring – can be done more than once

� Achievable

� Can be developed further

� Ongoing, i.e., not a one-time experience



Accessibility

� Price/value

� Accessible/marketable

� Reaches the greatest number of people possible

� Accessible to families

� Duration of activity can be varied (long or short)

� Must be a turnkey solution in order to be sellable to tour operators

� Degree of preparation required

� Potential market

� Is there buy-in?

� Options should be available, e.g., guided tour or self-guided tour

� Flexibility – can be done year-round

� Consistency among the different products – they should not all be standalone products that

depend on other products

Return on investment

� Job creation

� Access to local labour

� Return on investment for the entire community, not just entrepreneurs; must contribute to

community development

� Long-term spinoffs for the entire community

� Help promote the development of a specialty in a region or community

� Creation of permanent jobs, not just contract work

� Have a holistic/community perspective. Understanding that tourism development is also tied to

education, jobs, the economy, etc.

Meeting tourists’ needs

� Return on investment for tourists, e.g., a certificate of skills in canoeing, climbing, back country

skiing (for youth and adults)

� Must be a destination because tourists will not come just for a cultural experience

� Need to focus on adventure, particularly for young Europeans

� Emphasis on “the experience” because tourists are not just interested in sightseeing and visiting;

they want to participate, experiment, learn

� Interesting

� Interactive

� Must be conducive to discovery

� Options and diversity (must offer options and activities must be independent from one another,

i.e., people can do only the ones they want, without having to take a package)

� Accessible seven days a week



FOUNDATIONS Francophone participants were asked on what bases the ideas could be built. They answered:

� French-language services offered by the government

� Activities already offered in English (geo-cache, passport, local guides)

� Local governments

� Klondike Games

� Books (e.g. Empreintes)

� Archives

� Billboards

� Personalities that are larger than life

� Museums

� Directory of services available in French

� Francophone artists

� Inns and restaurants

� Directory of Francophone artists

� Community access centre on the Internet

� Internet

� Reward for the passport activity

� Families that would welcome visitors into their homes

� Entrepreneurs

� RDÉÉ Yukon (wholesalers and promotion tools )

� Chambers of commerce

� Francophone labour

� Francophone community centre in Dawson

� YSOVA and KIAC

� Parks Canada

� Local entrepreneurs

� Historic facts

� Mining industry

� Bilingual people

� More openness from the Klondike Visitors Association (KVA)

� KVA to bring together different players

� Gold Bladen Tours – history of Francophone miners

� Catholic cemetery

� Summer arts festival

� Palace Grand, Dawson



ADDITIONAL RESOURCES Lastly, Francophone participants were asked what additional resources would be needed to bring these products to market. They replied:

� Funding

� Information, data, statistics

� Business plan

� Market study

� Research

� Marketing

� Sites

� Materials (e.g., headphones, bicycles)

� Inventory of circuits

� List of contacts

� Team

� Permits

� Human resources and expertise

� Partnerships

POTENTIAL PARTNERSHIPS Francophone participants mentioned the following as potential partnerships.

� Sites

� Publications/advertising

� Translation

� Technical expertise

� Archives

� Entrepreneurs

� The Francophone community itself

� Immigration

� Combining all service offers

� Private sector (e.g.: Hougen)

� RDÉÉ

� YTG

� City of Whitehorse

� Federal government (Canadian Heritage and other departments)

Anglophones mentioned their interest partnering in the following activities

� Francophone festival

� Self-guided tours

� Travelling art exhibit In addition, representatives from Yukon Tourism and the Department of Economic Development stated that they would be available to help move these ideas forward.

feasibility study franco-yukon cultural tourism · 1. yukon’s tourism industry will take a keener...

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