Three figures demonstrate the problem. For example, Languedoc-Roussillon was visited by an average of 275,000 tourists per day in 2000. But the figure fell to 42,700 in January in comparison with 1 million in August.
Although obviously nobody is considering reversing the trend, the aim is to achieve a better spread of the flow of tourists and win new markets at the two extremities of the season.
Several lines of thought were presented by the speakers, including that of theme holidays as an alternative to the pleasures of the beach.

Languedoc-Roussillon is a destination for 900,000 to 1.3 million holidaymakers every year from 14 July to 15 August. This period is referred to as the heart of the season. It is true that business is good for stakeholders in the tourism business, but the concentration centred on a few weeks is inconvenient.
First of all, demand is not always met for want of supply. Secondly, it results in overpopulation, especially on the beaches, and this is bad for the image of the destination.
Thirdly, it causes tension with the local population, with people complaining of the endless traffic jams on the roads to the beach.
Finally, and above all, these few weeks of intense activity are not enough to ensure the sustainability of many businesses in the tourist sector.

Several participants stressed the need to adapt to new French leisure habits—especially since the working week was shortened. People take fewer long holidays but would like to get away more often. The numerous bank holidays falling close to weekends in the spring enable them to cumulate a period of several days. But there is often a reception problem in resorts resulting from the shortage of activities and businesses open. Everybody considered that it is essential to make an effort to attract new clients to the extremities of the season.

Finally, theme tourism is a direction that seems very promising. This includes, for example, cultural or historical tourism based on the rich heritage of a region. This can be wine tourism in regions with a strong wine-making identity. Golf can also be a favourable theme to highlight.
These are only a few examples that involve rethinking the way the tourism industry is organised. At the same time, this calling into question of the sector is a true invitation to show imagination.

Thierry Baudier: 'There should be tourists everywhere and all the time'

What are the stakes in the development of the extremities of the season?
- T.B. "The stakes are of the greatest importance. To remain in the lead we must allow for the major evolution consisting of short stays, 'city breaks', etc. What we provide must match customer expectations. Our action consists of proposing services in space and time. This means that services must be distributed geographically among the regions of France and both on the coast and inland in a given region. The same applies to distribution in time; we say that there should be tourists everywhere and all the time."

What actions is Maison de la France taking in this direction?
- T.B. "In communication, we are conducting promotion operations in the spring, for example, with the 'Printemps sur mer' (Spring by the sea) campaign. I can also mention the 'La campagne vous invite à la campagne' (The country invites you to the country) and actions in the nature tourism sector. By grouping tourism stakeholders, we are also moving as best as possible towards our main objective of supplying services of high quality in every respect. Within the framework of the 'Club Littoral', for example, the participating resorts undertake to respect rules such as the opening of shops to provide maximum services and hence maximum quality."

Two yield management specialists presented at the conference a new management method that fits in perfectly with discussion of the development of the extremities of the season.
It consists of real time management of what a business has available (aircraft and also hotels, camping sites, etc.) to optimise occupancy. Yield management is based on charging different rates according to various criteria.
For example, prices will of course be higher in the high season and there will be several rate categories to adapt to bookings as best as possible.
In contrast, on Day-1, the electronic system will propose a low rate to ensure that the room is booked.
Service businesses generally have very high fixed overheads. They can therefore use yield management to prevent risks of unsold services while satisfying their clientele.
This new management method is much used in the air transport sector and is based on new technological resources. But yield management is now used in businesses of all sizes.
Its beneficial effects spread to all stakeholders. The supplier increases sales and profits. The consumer benefits from more attractive prices.