JEUX DU COMMERCE 2008 PRESENTED AT THE UNIVERSITÉ DU QUÉBEC À TROIS-RIVIÈRES

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1 JEUX DU COMMERCE 2008 PRESENTED AT THE UNIVERSITÉ DU QUÉBEC À TROIS-RIVIÈRES HÔTELLERIE CHAMPÊTRE INTERNATIONAL TRADE CASE

2 UQTR - Jeux du commerce 2008 International Trade Case Study Hôtellerie Champêtre: Québec Resorts and Country Inns Innovating and conquering the American market Case written by Jocelyn D. Perreault, D.Sc.G., Professor, Université du Québec à Trois-Rivières i INTRODUCTION The Hôtellerie Champêtre network plays a vital role in the economic development of Québec s regions. It was created in 1990 as a means of assisting its founding members and partners (Tourisme Québec, Tourism Canada at the time) in the process of reinforcing the development of a resort accommodation product in Québec. This imaginative initiative came in response to a need to promote quality products outside the major urban centres of Québec City and Montreal, because tourists from the rest of Canada, the United States and overseas were not generally aware of their existence. Over the years, the network s members, who describe themselves as Québec s best network of country inns and hotels, have developed a courageous philosophy based on quality hotel services, friendly staff, quick responses to consumer needs and natural heritage experiences for tourists through cultural and sporting activities. The Hôtellerie Champêtre banner provides a guarantee of quality. Member hotels support this vision and adopt the measures required to achieve the goal of quality. Over the years, friendships have developed and have been transformed into commercial partnerships between hotel owners. Members are able to see the importance of networking on a daily basis, among other things through the future development of shared projects, and in technological development. By pooling their strengths, they are better able to deal with international competition. The network s goals are to develop its main foreign markets, and to position and develop a fourseason vacation product in Québec. To do this, it monitors current trends and developments on international markets, and maintains constant communication with its members and customer groups in order to identify innovations on the one hand and needs on the other. The network s strength lies in the fact that its partners pool their efforts to increase the number of reservations and revenues. As a result, network members have a combined annual budget of approximately $800,000 to promote the banner and its member establishments. 1. QUÉBEC S TOURIST INDUSTRY The tourist industry encompasses a range of activities including hotel accommodation. Worldwide 1, the number of tourist arrivals totalled more than 806 million in According to 1 Sources: World Tourism Organization and Statistics Canada.

3 World Tourism Organization (WTO) estimates, this number will have risen to one billion by In 2005, worldwide tourism receipts totalled more than US$683 billion. In 2006, Québec was divided into 21 tourism regions (see Appendix 1) and welcomed 28,551,000 tourists 2. Total tourism receipts 3 amounted to $10,638 million. The seasonal breakdown of tourist numbers and receipts is shown below in Table 1. Table 1 Seasonal breakdown of tourist numbers and receipts in Québec in 2006 Breakdown Total Summer Winter Number of tourists 28,551, % 27.7 % Tourism receipts $10,638 million 43.8 % 29.4 % Most of Québec s tourists come from within Québec, and to a lesser extent from the other Canadian provinces and the United States. Table 2 shows the geographic origin of the main customer groups in 2006, and their relative share of total tourism receipts. Table 2 Geographic origin of tourists in 2006 and their relative share of tourism receipts in Québec Geographic Volume Tourism receipts origin Québec 75.8 % 63.5 % Other provinces 12.9 % 13.8 % United States 7.4 % 12.5 % France 1.0 % 3.2 % Great Britain 0.5 % 1.0 % Germany 0.2 % 0.5 % Mexico 0.2 % 0.6 % Japan 0.2 % 0.4 % Other 1.8 % 4.5 % Estimates produced by Québec s Ministry of Tourism Sources: Statistics Canada and Québec s Ministry of Tourism Table 3 presents a summary profile of accommodation establishments 4 in Québec in Table 3 Summary table of accommodation establishments in Québec in 2006 Accommodation establishments in 2006 Units / % / $ Average number of units available every day 75,529 Average number of units occupied every day 38,585 Average occupation rate 51.1 % Average daily room rental price (excluding taxes) $ Average income per available unit $58.50 Number of bed nights 5 14,091,992 2 Tourist: A person who makes a trip of at least 80 km, stays for more than 24 hours (at least one night) and uses commercial or private accommodation services. 3 Expenditure in Québec by all visitors, and expenditure in Québec by all Québecers for trips outside Québec. 4 Includes hotels and tourist residences. 5 Bed night: Total number of units occupied each year in accommodation establishments. 3

4 A recent study 6 by Québec s Ministry of Tourism provides the following information on the general performance of hotels in Québec in the period 1999 to 2006: Best performance achieved by medium-sized hotels ( units) (supply +13.5%, demand +11%, average income per unit %). Price increases in excess of inflation, especially for small and medium-sized hotels. Hotels account for 28% of all bed nights for tourists in general (from Québec, Canada and abroad); this is the lowest growth rate for any type of accommodation. Supply growth is strongest in urban and peripheral areas. The demand for accommodation is declining in the following four regions: Eastern Townships, Gaspésie, Saguenay-Lac-Saint-Jean, Centre-du-Québec. The supply of hotel accommodation is declining in the following four regions: Abitibi- Témiscamingue, Saguenay-Lac-Saint-Jean, Duplessis, Manicouagan. In 2006, more than 87% of all Québec s hotels had a 3-star rating or better. Rating improvement = better performance (price, occupation rate, average income per unit). High growth (+27.6 %) in the number of 4-star accommodation units in Québec between 2003 and In June to October, occupation rates are higher than the annual average. The demand for accommodation in Québec has shifted from the third quarter to the first (winter) and fourth (fall) quarters. Between 1998 and 2004, the turnover of Québec s accommodation sector increased by 29%, compared with 14% for British Columbia and 13% for Ontario. The accommodation sector now faces a number of issues and challenges: o Strong competition: competitive capacity must continue to improve; o The shift towards sustainable development must continue; o The business environment is undergoing profound changes (e.g. demography, technology, market segmentation); o o It is difficult to recruit labour, which hinders the sector s development. The rise of the Canadian dollar against the American dollar and other currencies has had a negative impact. 2. THE HÔTELLERIE CHAMPÊTRE BANNER The network today The Hôtellerie Champêtre network was created by a group of business people who were aware of the importance of being competitive and increasing their share of the hotel market inside and outside Québec. Since the very beginning, in the early 1990s, it has offered a leading-edge, multidirectional marketing channel designed to provide customers with access to the products and services offered by member hotels. 6 Ministère du Tourisme, Research and Prospection Branch,. La performance du secteur de l hébergement au Québec (The performance of Québec s accommodation sector), May Average revenue per unit (ARPU) = occupation rate multiplied by average price. 4

5 In 2007, the Hôtellerie Champêtre network had a membership of 25 hotels, 21 of which had a 4-star rating and three of which had a 3-star rating. Membership is voluntary, and network members tend to be innovative, independent hotels that provide quality accommodation and restaurant services. The network is an acknowledged leader in Québec s vacation sector, and its members offer a variety of activities throughout the year to meet the needs of a broad range of customer groups. However, there is a general emphasis on hospitality services and facilities. The network has a carrying capacity of more than 1,400 rooms in 12 of Québec s tourism regions. Appendix 2 presents a profile of member establishments. The network s 25 active members can be divided into four separate categories 8, which are described as follows in the network s Guide: Resort hotels (8): Activities, getaways, tranquility. Need a change of scene? Check out the striking beauty of the regions, where our resorts and a wealth of activities await you. We offer more than down-home comfort and fine cuisine. Each day of your stay promises recreation, discovery and well-being. An experience for all seasons. Inns (13): Charm, refinement, delicacies. With the subtle pairing of pastoral charm and downhome comfort, our inns know how to seduce. In a beautiful setting, where you re sure to relax, we invite you to discover the regions. Take advantage of our invigorating activities and topnotch local cuisine. A heart-warming experience you ll want to revisit, again and again! Woodland inns (3): Nature, energy, authenticity. Is the hustle and bustle of daily life wearing you down? Come renew your spirit in the great outdoors. Our woodland inns, in nature s embrace, offer the right mix of excitement and relaxation. Whether for business or pleasure, each season offers a world of discovery. The perfect deluxe wilderness getaway Charming city inns (1): Excitement, culture, elegance. Experience the fast pace of city life in the magnificence of a city inn. True urban treasures, these inns blend modern elegance with countryside charm and never fail to impress with their attention to detail. No matter what your interest festivals, art, walking or cycling in the park you will love these establishments for their comfort and sophistication. Organizational structure and mission The network s main activity is to monitor innovations and develop business opportunities for its members through a variety of customer and market niches. The Hôtellerie Champêtre network represents its member hotels in different markets. Structurally, the network has a board of directors composed of an executive council (three members), directors, a senior advisor (one) and a general manager. The board of directors meets six to eight times a year, and a general assembly of all members is usually held in May or June each year. At the assembly, the financial balance sheet and statement of operations are presented, along with seminars or training workshops and opportunities for discussions between members. A second 8 Source: Hôtellerie Champêtre, Guide. 5

6 assembly is held during the fall to discuss the marketing plan for the coming year and any future publications (accommodation guide, inserts, etc.). Members are strongly encouraged to attend network meetings or join a management committee. The Hôtellerie Champêtre network s mission is divided into two parts, one aimed at consumers and the second at member hotels. The mission statements are as follows: Our mission towards consumers: To provide clients with a unique resort experience at every member establishment and throughout the network, characterized by a warm professional welcome, access to a range of activities and tourist attractions on a single resort site, and high-quality local cuisine. Our mission towards members: To provide a cohesive brand image by enforcing conditions of eligibility and standards of accommodation and restaurant service for the banner; and To help increase the turnover of member establishments by developing marketing, communication and public relations opportunities. The network does not control product development, price structure or the products themselves, other than a gift certificate and gift card. In the case of these two products, the network acts as a representative or portal for its member hotels. Reservations and contracts are negotiated directly between the customer and the hotel. Main target markets Although Québec constitutes the Hôtellerie Champêtre network s principal market, the marketing effort is directed towards the following markets, in order of importance: Rest of Canada North-eastern United States Québec Europe: Great Britain, Belgium, France, Switzerland, Germany Asia: Japan Depending on the target market segments, the network s marketing officers distribute their advertising material to the following sectors: Consumers, travel agencies and receptive agencies: Québec, Canada, United States. Wholesalers: Europe, United States. Media relations: All markets Competitors In the Québec market, Hôtellerie Champêtre clearly stands out and does not really have a true competitor. There are, of course, the major hotel chains, as well as the Hôte chain, a grouping of middle-range hotels in regional urban centres. However, the number of international networks is increasing steadily, and small local networks are also being set up. Examples of local networks 6

7 include Jaro Hotels, Villegia Hotels and the Club Select Hôtelier chain. Internationally, Hôtellerie Champêtre s indirect competitors are represented by organizations such as the Select Registry, Epoque Hotels, Leading Hotels of the World and Special Hotels of the World. All these networks are already battling for customers and attempting to generate customer loyalty. In an era defined by the Internet, everything has become a question of visibility to ensure that consumers think of a particular banner when making their decisions. Appendix 3 presents an overview of the main competitor organizations. Hôtellerie Champêtre is well-known to its French-speaking customer base in Québec. However, much still remains to be done on other markets. If we compare the market performance of the banner s hotels with that of all hotels in the twelve tourism regions covered by Hôtellerie Champêtre, the network appears to perform better in the rest of Canada and Europe, but not as well in the United States. Two innovative, effective websites (in French), also available in English at and ; 600,000 website visitors per year; Nearly 1,500 separate sessions every day; On average, roughly 45% of website visitors are from abroad; More than 36,000 voluntary subscribers to the monthly electronic newsletter; Reservations and gift certificate sales through the websites have increased by more than 200%; More than $1.5 million in gift certificate sales every year. Beneficial partnerships that have resulted in: A more diverse customer based, spread over more months in the year; A lever effect thanks to the combination of network sales and sales by member hotels; Unique packages that encourage partnerships, such as the Romantic Getaway package that is extremely popular among tourism journalists and tour operators; Productive partnerships with organizations such as: Vincor International, Resorts Ontario, Conifère, Société des Alcools du Québec and Hospitalité Canada. An impressive list of original activities A range of network sales tools, including an annual guide and two websites; Promotions designed to increase the network s visibility; Customer loyalty program; Advertising campaigns; Media relations and media trips; Marketing and awareness activities for intermediaries; Familiarization tours; Trade fairs; Consumer fairs; 7

8 Hôtellerie Champêtre network included in the brochures of wholesalers and receptive agencies; Theme-based product development; Gift certificate sales program; Corporate customer development plan. Network strengths and weaknesses The Hôtellerie Champêtre network s management has examined the organization s activities and interpreted past results based on strengths and weaknesses: STRENGTHS Quality image supported by banner eligibility standards for both accommodation and restaurant services Distribution of member hotels throughout Québec Growing reputation Significant sales growth Innovative capacity Trend product on all markets Leader in Québec s resort sector Networking of members Lever effect for members Ongoing training available to members WEAKNESSES Emerging competition Slow growth of hotel membership Under-representation of some key regions Banner image that needs to be consolidated Uncertainty surrounding renewal of financial contributions from partners 3. THE CURRENT TRAVEL INDUSTRY AND TOURIST ACCOMMODATION ENVIRONMENT The network s managers monitor their industry s development carefully. They consult the research made available by government ministries, and stay up-to-date with current events in Québec s daily and weekly newspapers. The following information has attracted their attention; they are concerned about the potential positive and negative impacts on their business. In addition, they are also concerned about the recent increase in the value of the Canadian dollar against the American and European currencies; it rose to $1.10 against the American dollar in October 2007 and appeared to stabilize around par by the end of the fall. On November 27, 2007, Jean-Paul Charbonneau published an article in the Montreal daily newspaper La Presse, on how the strength of the dollar is making American tourists think twice about travelling. This appears to support the network s concerns. The article can be found in Appendix 1. The marketing plan published by Québec s Ministry of Tourism has also been consulted. The Ministry s marketing budget is broken down as follows in the four areas of tourist experience in which it takes action: Resorts ($7.8 million, or 40% of the promotional budget), Large Cities ($5.9 million, or 30%), the St. Lawrence ($3.2 million, or 16%) and Outdoor Nature ($2.6 million or 14%). The Ministry also plans to concentrate its promotional investments in nearby markets, with the lion s share of the budget going to Ontario, New England and the Central Atlantic region ($11.4 million, or 59% of the total budget). In addition, the Ministry, in its plan, intends to give preference 8

9 to new partnership initiatives with industry players. Its priority actions for are as follows: Institutional advertising campaigns by the Ministry of Tourism, promotional partnership programs Institutional campaigns In its institutional campaigns, the Ministry of Tourism targets better-educated customer groups and families earning over $100,000. Summer 2007 campaign In view of the Ministry s financial efforts in its calls for promotional partnership proposals, the summer 2007 campaign will be limited to free distribution of the package brochure Québec, Perfectly Summer in the major Toronto dailies and specialist magazines. All four tourist experiences will be promoted. An amount of $100,000 has been set aside for a campaign aimed at Québec s cultural communities. Other advertising activities Five tourism regions will join forces with the Ministry to advertise in the tourism guides (known as Tourbooks) published by the AAA (American Automobile Association) clubs, mainly in Ontario. It is anticipated that 3.5 million copies of the guides will be distributed (including those to be distributed in the United States). Partnership activities are also planned with stakeholders from Québec, including the Québec City 400 th anniversary committee, as well as stakeholders from the Laurentides and Tremblant areas. Winter campaign The Resort and City experiences will receive priority. A Winter Resort brochure will be distributed free with the main daily newspapers in Toronto and North-eastern United States (New England and Central Atlantic). In all, 1.5 million brochures will be distributed via newspapers in Ontario and the North-eastern United States (New England and Central Atlantic). Winter experience advertisements will be placed in the main daily newspapers and specialist magazines on these same markets. A virtual leaflet on Snowmobile Packages will be produced and distributed at consumer fairs as well as via a targeted mailing to snowmobilers from outside Québec who purchased permits in Snowmobiling advertisements will also be placed in magazines in Ontario. A 30-second television message featuring the Québec City and Charlevoix tourism regions will be broadcast in Toronto. Another 30-second television message featuring the Québec City, Charlevoix and Laurentides regions will also be broadcast in the same market. Advertising partnership plans 9

10 In , the Ministry of Tourism will carry out 12 partnership projects on the Ontario market, requiring total investments of approximately $735,000. The Resort experience will be given priority (60% of the total investment will be devoted to this sector). Cooperative campaigns group-specific and business opportunities (advertising in target regions) The campaign aimed at Ontario s ethnic communities will be repeated. In , Québec will be positioned on three Canadian websites (A Spa and Wellness Destination, GoFindEvents.com and Canada Cool). Cooperative advertising with four Canadian wholesalers, namely Temple and Temple (Toronto), Ultimate Ski (Toronto), Maxxim (Newfoundland) and Anderson Vacations (Calgary). Advertising campaign in a magazine aimed at the gay and lesbian communities. Radio promotions. Publication of the Industry Guide. One-off advertising in target regions (Canada) on the following websites: Canada Cool (12 months); A Spa and Wellness Destination (12 months); GoFindEvents (12 months). Advertising in Out In Canada magazine (two publications). Advertising on the Chris Robinson Travel radio program. One-off advertising in target regions ( ) (Canada). Publication of the Industry Guide. Internet campaigns Two Internet campaigns: Summer 2007 and Winter In both cases, we will target year-olds earning $100,000 or more, living in the metropolitan regions of Toronto and Ottawa, and we will use the enriched media banners (including audio and video elements). Summer campaign: Resort, City and St. Lawrence River experiences. Winter Campaign: Resort, City and Outdoor Nature experiences. Proposed publications and promotional tools Five promotional leaflets: Hunting and Fishing Packages 2008, Incredibly Festive! , a Ski leaflet in conjunction with Québec s Association of Ski Centres (known by its French 10

11 acronym ASSQ), a Golf leaflet in conjunction with Québec Association of Golf Courses (known by its French acronym ATGQ) and a generic brochure covering the four tourist experiences. A generic CD-ROM including contact information for Québec s Ministry of Tourism and a hyperlink to New exhibition material. Advertising and infomercials. Other products aimed at the American market. 4. REASONS FOR THE DECLINE IN THE NUMBER OF AMERICAN TOURISTS VISITING CANADA AND QUÉBEC Québec s Ministry of Tourism provides some explanations of the observed decline in the number of American tourists in Canada and Québec. According to its experts, the decline is explained primarily by economic factors. The decline coincides with a reduction in the American dollar exchange rate against the Canadian dollar. As a result, Canada and Québec have been less of a bargain for American travellers since The recent upward trend in gasoline prices has also increased the cost of travelling to Canada and Québec for American drivers. The percentage of American tourists travelling to Canada by car dropped by 5.3% between 2002 and 2006, while the number travelling by car to Québec dropped by 6.2% in the same period. This decline is reflected in the very significant reduction in the number of Americans travelling to Québec from nearby markets, especially New England. Generally speaking, it is fairly expensive for American tourists to travel to Canada. The high cost is not due solely to the exchange rate, but is also the result of air ticket and gas prices, taxes and other travel expenses. According to a recent study by the World Economic Forum, Canada ranks seventh in the world on a general competitiveness index for the travel and tourism sector. On the other hand, its main weakness is the high cost of travel; it ranks just 110 th out of 124 countries in terms of the competitiveness of its travel and tourist industry prices. According to information published by the Conference Board of Canada, American tourists are particularly sensitive to prices and seek bargains, especially since they are now easily able to compare costs on the Internet. 9 Conference Board of Canada, Update on the Potential Impact of the Western Hemisphere Travel Initiative on Canada s Tourist Industry, August

12 Ever since security measures at the Canada-US border were tightened following the terrorist attacks of September 11, 2001, it has become more difficult for Americans to enter Canada, and more particularly to return home afterwards. Controls are more severe, wait times are longer and administrative requirements are becoming more stringent, especially since the American government introduced the Western Hemisphere Travel Initiative (WHTI). The Initiative provides that all travellers who cross the American border will need a passport to enter the United States, including American travellers returning from Canada. This requirement has been in force since the beginning of 2007 for all air travellers, and will apply to land and sea travellers from January 1, 2008 (although this deadline may be postponed due to opposition from many Canadian and American pressure groups and politicians). Canada and Québec are also facing greater competition on the American market. In 2004 and 2005, international travel by Americans increased significantly, after a somewhat lean period in the previous three years due mainly to the attacks of September 11, 2001, the SARS epidemic and the wars in Afghanistan and Iraq. The recovery has brought with it a diversification of travel destinations; the average number of American travellers to the following countries increased by more than 10% between 2002 and 2005: Asia (China, India and Indonesia); Central and South America (Dominican Republic, Jamaica, Costa Rica, Argentine, Colombia and Peru); Europe (Greece, Portugal, Austria, Denmark, Sweden, Norway, Czech Republic, Poland, Russia and Hungary). Lastly, the Americans perception of Canada also seems to be a factor in the declining number of American tourists coming to Canada. Canada appears to have lost its place in the American imagination as an attractive tourist destination. In other words, according to a presentation by the Canadian Tourism Commission (CTC), Canada has simply fallen off the radar among many Americans. In a survey 10 that included an open question on the destinations that Americans would most like to visit, Canada did not rank among the top 20 locations, despite the fact that it is still the second most-visited destination (after Mexico). According to a survey carried out by a marketing agency 11 in the United States, Canada is not a favourite destination for American households earning more than $150,000. The survey results revealed the following preferences, in order of preference: Europe (78%), the Caribbean (18%), South-East Asia (16%), Australia (15%), Mexico (13%) and Canada (13%). According to an article in the National Travel Monitor 12, 76% of Americans wanted to discover new destinations even though they were satisfied with those they had already visited. According to 10 Destination Analysis State of the American Traveler, Volume 1, August 2006, p Yesawich, Pepperdine, Brown and Russell (2006), cited in Tourism Express, February 2, Cited in the Conference Board of Canada, Travel Exclusive, Winter 2006, p

13 the article s author, this would explain why Americans are travelling increasingly to new overseas destinations, and why they appear to be less interested in familiar destinations such as Canada. According to a survey commissioned by the Canadian Tourism Commission 13, American tourists have not abandoned Canada because of its opposition to the war in Iraq. The problem, especially among Americans who have never been to Canada, is that they do not perceive Canada as a destination that offers the activities they want in other words, a sufficiently authentic experience, discovery of other cultures, a unique experience or experiences associated with the beach or seaside. There is very little specific information available on how Americans perceive Québec, but it would seem that Québec does not stand out much from the rest of Canada. According to the preliminary results of the survey of travel activities and preferences, Americans rank Québec lower as a tourist destination than British Columbia and Ontario, but higher than the other Canadian provinces and territories. However, no Canadian province is ranked as high as the Americans favourite domestic destinations of Hawaii, Florida, California, Colorado, New York and Arizona. At the last conference of Canadian hotel owners held in February in Toronto 14, the network s managers also learned that: The most commonly used sources of information for leisure trips to Canada were word-ofmouth and the Internet (each mentioned by 30%), followed by prior experience (10%), the media (6%) and travel guides (4%). Ranked last were tourist offices (2%), travel agents (2%) and automobile clubs (1%). The Internet appears to have increased steadily in popularity over the last two years ( ). Reservations are generally made by telephone (46%), via the Internet (33%), by travel agents (5%) and through package offers (5%). The Internet has grown most in popularity since 2005 (by 9%), while telephone reservations have decreased by 7%. Internet reservations are made through the hotel s own website (52%), through a booking service (29%), and by tourist sites (10%). As shown in Appendix 2, regional destination management portals should be considered by the industry s SMEs. Your task At a recent meeting between the Hôtellerie Champêtre s management and its members, management noted the members concerns regarding changes in the demand for their hotel and accommodation services. Members wondered how they should react to the pessimism that appears to have taken over the tourist industry in Québec. They did not know whether to simply give up and wait until the crisis ends, or whether the network could introduce initiatives to support its development and competitive capacity. The network s managers feel their organization is under tremendous pressure to do something in other words, to satisfy their members and convince potential customer groups to use their services. 13 Canadian Tourism Commission, 14 Hotels Association of Canada, Annual Conference, February 2007, Toronto, Canada. 13

14 While they agree that the network will probably have to proceed in stages, for each category of member, the managers have consulted you on this matter and are willing to commission you as marketing consultants. They want to send a clear signal to their members that they are embarking on a process that will help support the development of members services, and in particular that they intend to innovate with a view to increasing their share of the American market. You are therefore asked to: 1) Review the opportunities available to the Hôtellerie Champêtre network and its members, along with the threats they face. 2) Identify the category of customer groups that should be targeted in new marketing activities; and 3) Propose an innovative marketing program, based on your previous choices, with more emphasis on the supply and access network you feel are most appropriate. It s up to you! i The author would like to thank Ms. Sylvie Baril, General Manager of the Hôtellerie Champêtre network, for her collaboration in preparing this case study. 14