Build it, and they will come! The sky is the limit! Growing budgets, glowing prospects, good times for all! Oh how times have changed.
The hospitality landscape for destination marketing organizations also has changed dramatically.
Let's consider some realities. Economically, on a global basis, we are in a downturn, which will last through this year and well into 2010, at minimum.
Fewer people will travel, disposable income has declined and price point and service reputation will be the differentiator for destination choice when it comes to both the area and hotel. Marketing budgets have been reduced.
If new visitors and guests are our targets, we will have plenty of competition, all trying to lure visitors from the same small pool of travelling consumers. The analysis for this strategy will probably demonstrate maximum marketing dollars for minimum return.
Strategy sessions always began with an interpretation of the marketplace, particularly focusing upon the visitor numbers. Results are captured by a variety of means, not particularly sophisticated or reliable, but they are tracked.
Hotels are in a far better position to support a changing marketing message because they have better data. Yet, hotels also are a member of the destination community, and the visitor experience is a reflection of all of the stakeholders.
Make no mistake, unless you know what your visitor or guest says about their experience with your hotel, restaurant, convenience store, taxi service or museum, any marketing initiative is flawed. Feedback is the crucible.
We may have forgotten two basic fundamentals. One, it is easier to retain an existing customer than recruit a new one. Two, the most effective referral is by word of mouth.
So, what have we learned and what will we do differently? Why spend millions of dollars every year seeking that elusive new visitor when currently we have throngs of satisfied and exuberant fans who already think we're great?
They are ready, willing and able to carry our message to their friends, neighbors and associates. What a great idea.
But for some, their attitude is colored by business as usual, wrapped in bureaucratic ennui or lack of decisive leadership. In other cases, we are swayed by marketing professionals who own the stage, waxing and emoting our message with that bag of tricks, smoke, mirrors and dreams.
We want our message to be distinct and differentiate ourselves from our competition. Yet, every year we go to the usual sources, tickle the words and hope for the best.
The tourism landscape has changed, and we must adapt and innovate.
Our existing fans are one answer. We can show our thanks, make them feel special and they will deliver our message. New visitors will travel to Carlsbad and our lodgings. Perhaps not in droves, but they will come, as will our fans.
With some workable data on our fans and potential boosters, the next step is to create a program that makes them feel special, where they become a part of the destination. Many hotels already have a loyalty program. Most destinations do not; we should create one.
We can create a name, like Sandy Feet, Longhorns, Parrot Heads or Coconuts, you get the idea. Establish some protocols for inclusion and administration.
The program should include collaterals, such as decals, wallet cards and documents suitable for framing, displaying the exclusivity of membership.
Innovation moves the world. How frequently we overlook the obvious. Consider what would move you as a consumer.
Flashy marketing has its domain, but most of us give far more credence to someone we know, extolling the virtues of a product or place. We need to put our marketing dollars to work creatively, harness that vigorous and connected fan who already thinks we're great, and enjoy the success.
The old marketing paradigm is whacked, the bus has left for business as usual.
The hospitality landscape for destination marketing organizations also has changed dramatically.
Let's consider some realities. Economically, on a global basis, we are in a downturn, which will last through this year and well into 2010, at minimum.
Fewer people will travel, disposable income has declined and price point and service reputation will be the differentiator for destination choice when it comes to both the area and hotel. Marketing budgets have been reduced.
If new visitors and guests are our targets, we will have plenty of competition, all trying to lure visitors from the same small pool of travelling consumers. The analysis for this strategy will probably demonstrate maximum marketing dollars for minimum return.
Strategy sessions always began with an interpretation of the marketplace, particularly focusing upon the visitor numbers. Results are captured by a variety of means, not particularly sophisticated or reliable, but they are tracked.
Hotels are in a far better position to support a changing marketing message because they have better data. Yet, hotels also are a member of the destination community, and the visitor experience is a reflection of all of the stakeholders.
Make no mistake, unless you know what your visitor or guest says about their experience with your hotel, restaurant, convenience store, taxi service or museum, any marketing initiative is flawed. Feedback is the crucible.
We may have forgotten two basic fundamentals. One, it is easier to retain an existing customer than recruit a new one. Two, the most effective referral is by word of mouth.
So, what have we learned and what will we do differently? Why spend millions of dollars every year seeking that elusive new visitor when currently we have throngs of satisfied and exuberant fans who already think we're great?
They are ready, willing and able to carry our message to their friends, neighbors and associates. What a great idea.
But for some, their attitude is colored by business as usual, wrapped in bureaucratic ennui or lack of decisive leadership. In other cases, we are swayed by marketing professionals who own the stage, waxing and emoting our message with that bag of tricks, smoke, mirrors and dreams.
We want our message to be distinct and differentiate ourselves from our competition. Yet, every year we go to the usual sources, tickle the words and hope for the best.
The tourism landscape has changed, and we must adapt and innovate.
Our existing fans are one answer. We can show our thanks, make them feel special and they will deliver our message. New visitors will travel to Carlsbad and our lodgings. Perhaps not in droves, but they will come, as will our fans.
With some workable data on our fans and potential boosters, the next step is to create a program that makes them feel special, where they become a part of the destination. Many hotels already have a loyalty program. Most destinations do not; we should create one.
We can create a name, like Sandy Feet, Longhorns, Parrot Heads or Coconuts, you get the idea. Establish some protocols for inclusion and administration.
The program should include collaterals, such as decals, wallet cards and documents suitable for framing, displaying the exclusivity of membership.
Innovation moves the world. How frequently we overlook the obvious. Consider what would move you as a consumer.
Flashy marketing has its domain, but most of us give far more credence to someone we know, extolling the virtues of a product or place. We need to put our marketing dollars to work creatively, harness that vigorous and connected fan who already thinks we're great, and enjoy the success.
The old marketing paradigm is whacked, the bus has left for business as usual.