National Tourism Organisations
Understanding the wide range of organisations responsible for tourism.
Understanding the wide range of organisations responsible for tourism.
You will probably be familiar with the term ‘DMO’ - Destination Marketing Organisation, but perhaps not the many other acronyms surround it such as ‘CTO’ for City Tourism Organisations, ‘RTO’ for Regional Tourism Organisations and ‘NTO’ for National Tourism Organisations.
You will probably be familiar with the term ‘DMO’ - Destination Marketing Organisation, but perhaps not the many other acronyms surround it such as ‘CTO’ for City Tourism Organisations, ‘RTO’ for Regional Tourism Organisations and ‘NTO’ for National Tourism Organisations.
You will probably be familiar with the term ‘DMO’ - Destination Marketing Organisation, but perhaps not the many other acronyms surround it such as ‘CTO’ for City Tourism Organisations, ‘RTO’ for Regional Tourism Organisations and ‘NTO’ for National Tourism Organisations.
To add to the mix, the term ‘DMMO’ has been shared a lot lately as DMOs of all kinds re-think strategies away from promotion towards ‘Marketing and Management’.
Read more on the four key pillars of NTO strategic focus:
Invariably, NTOs are responsible for the country’s tourism brand, ensuring the destination’s identity remains competitive, distinctive and relevant amongst potential visitors. Whilst visual brand identify is important, success in branding hinges on a consistent message, tone, storytelling and partnerships.
NTOs provide lead on the destination’s global marketing strategy and typically run both year-round and seasonally focused campaign activities, together with partners, in a wide range of markets globally, targeting key segments according to research and market intelligence.
NTOs play a pivotal role in delivering an extensive programme of research, knowledge and market intelligence for the rest of the industry. Traditionally this has comprised market studies but recently research departments have turned to data-led initiatives.
With significant cloud in terms of budgetary investment for global marketing activities, NTOs foster strong strategic partnerships with travel and non-travel brands who play a similarly prominent role in-market, such as airlines, or brands which align closely with target groups.
The world of NTO strategy is undergoing constant change. Familiarise yourself below with some of the key strategic priorities, the shifts and the questions being asked right now.
Have a look at these distinctively different approaches from a selection of National Tourism Organisations featured in this session.
You will probably be familiar with the term ‘DMO’ - Destination Marketing Organisation, but perhaps not the many other acronyms surround it such as ‘CTO’ for City Tourism Organisations, ‘RTO’ for Regional Tourism Organisations and ‘NTO’ for National Tourism Organisations.
You will probably be familiar with the term ‘DMO’ - Destination Marketing Organisation, but perhaps not the many other acronyms surround it such as ‘CTO’ for City Tourism Organisations, ‘RTO’ for Regional Tourism Organisations and ‘NTO’ for National Tourism Organisations.
To add to the mix, the term ‘DMMO’ has been shared a lot lately as DMOs of all kinds re-think strategies away from promotion towards ‘Marketing and Management’.
Read more on the four key pillars of NTO strategic focus:
Invariably, NTOs are responsible for the country’s tourism brand, ensuring the destination’s identity remains competitive, distinctive and relevant amongst potential visitors. Whilst visual brand identify is important, success in branding hinges on a consistent message, tone, storytelling and partnerships.
NTOs provide lead on the destination’s global marketing strategy and typically run both year-round and seasonally focused campaign activities, together with partners, in a wide range of markets globally, targeting key segments according to research and market intelligence.
NTOs play a pivotal role in delivering an extensive programme of research, knowledge and market intelligence for the rest of the industry. Traditionally this has comprised market studies but recently research departments have turned to data-led initiatives.
With significant cloud in terms of budgetary investment for global marketing activities, NTOs foster strong strategic partnerships with travel and non-travel brands who play a similarly prominent role in-market, such as airlines, or brands which align closely with target groups.
The world of NTO strategy is undergoing constant change. Familiarise yourself below with some of the key strategic priorities, the shifts and the questions being asked right now.
Have a look at these distinctively different approaches from a selection of National Tourism Organisations featured in this session.
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