DMOs in the Visitor Cycle
What’s the role of the DMO in the visitor cycle?
What’s the role of the DMO in the visitor cycle?
DMOs are all about the visitor cycle, the journey from triggering that initial spark to developing interest to ‘conversion’ and eventually supporting the actual visitor experience, turning visitors into future brand ambassadors.
DMOs are all about the visitor cycle, the journey from triggering that initial spark to developing interest to ‘conversion’ and eventually supporting the actual visitor experience, turning visitors into future brand ambassadors.
DMOs are all about the visitor cycle, the journey from triggering that initial spark to developing interest to ‘conversion’ and eventually supporting the actual visitor experience, turning visitors into future brand ambassadors.
Here are some of the key questions being asked today, where we see DMOs continually redefining their role and the way in which they exploit technology developments to be more relevant and create impact.
Destinations have dabbled with technology investments when it comes to bookability for many years, with very few successes. Fifteen years ago destinations rushed to develop in-house accommodation booking engines, yet today nearly none still exist.
The difficulty in keeping up with the rapid pace of development and user experience trends together with the brand penetration, trust and competitiveness of global online travel agents has meant that destinations who do play in the booking space are invariably going to struggle to drive results. Truth is that principles often aren’t enough to compete.
Today a new wave of technology solutions, with booking as a key component, are finding their way back into destination strategies. The question is, why?
Well, just as with the rise of accommodation engines two decades ago, today’s trends show a shift to experience development and booking, a space where many destinations feel product and brand stories should go hand-in-hand with fulfilment, with good reason. It is too early to say whether they can be a relevant driver of bookings in this area but they can certainly play a key role in using the booking stage to drive stronger, more unique and authentic product whilst focusing on sales distribution to show impact.
The debate that has dominated discussions amongst DMOs for the past decade has been between ‘marketing’ and ‘management’.
With the complexity of digital biting at the capability skills sets of DMOs, the challenge of keeping up and being able to remain a relevant voice, demonstrating impact online has proven ever more difficult. Many argue that ‘marketing’ the destination isn’t where impact will be seen and that the knowledge, expertise and resources of the DMO are better invested in developing, managing and supporting the growth of an overall more competitive destination through product and experience development, which ultimately shapes the brand’s overall competitiveness in a much more sustainable and lasting way.
DMOs are all about the visitor cycle, the journey from triggering that initial spark to developing interest to ‘conversion’ and eventually supporting the actual visitor experience, turning visitors into future brand ambassadors.
DMOs are all about the visitor cycle, the journey from triggering that initial spark to developing interest to ‘conversion’ and eventually supporting the actual visitor experience, turning visitors into future brand ambassadors.
Here are some of the key questions being asked today, where we see DMOs continually redefining their role and the way in which they exploit technology developments to be more relevant and create impact.
Destinations have dabbled with technology investments when it comes to bookability for many years, with very few successes. Fifteen years ago destinations rushed to develop in-house accommodation booking engines, yet today nearly none still exist.
The difficulty in keeping up with the rapid pace of development and user experience trends together with the brand penetration, trust and competitiveness of global online travel agents has meant that destinations who do play in the booking space are invariably going to struggle to drive results. Truth is that principles often aren’t enough to compete.
Today a new wave of technology solutions, with booking as a key component, are finding their way back into destination strategies. The question is, why?
Well, just as with the rise of accommodation engines two decades ago, today’s trends show a shift to experience development and booking, a space where many destinations feel product and brand stories should go hand-in-hand with fulfilment, with good reason. It is too early to say whether they can be a relevant driver of bookings in this area but they can certainly play a key role in using the booking stage to drive stronger, more unique and authentic product whilst focusing on sales distribution to show impact.
The debate that has dominated discussions amongst DMOs for the past decade has been between ‘marketing’ and ‘management’.
With the complexity of digital biting at the capability skills sets of DMOs, the challenge of keeping up and being able to remain a relevant voice, demonstrating impact online has proven ever more difficult. Many argue that ‘marketing’ the destination isn’t where impact will be seen and that the knowledge, expertise and resources of the DMO are better invested in developing, managing and supporting the growth of an overall more competitive destination through product and experience development, which ultimately shapes the brand’s overall competitiveness in a much more sustainable and lasting way.
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