Regional Tourism Organisations
Primary Strategic Focus of Regional Tourism Organisations.
Primary Strategic Focus of Regional Tourism Organisations.
Whilst no two DMOs are the same, with Regions the differences between them are stark. In fact, it is difficult to draw conclusions about the key strategic focus, as the truth is some Regions better resemble NTOs, whereas others have a more localised sub-DMO focus.
Whilst no two DMOs are the same, with Regions the differences between them are stark. In fact, it is difficult to draw conclusions about the key strategic focus, as the truth is some Regions better resemble NTOs, whereas others have a more localised sub-DMO focus.
Whilst no two DMOs are the same, with Regions the differences between them are stark. In fact, it is difficult to draw conclusions about the key strategic focus, as the truth is some Regions better resemble NTOs, whereas others have a more localised sub-DMO focus. In conclusion, the larger the region, such as States in the US and Canada, the more their activities sit at top-of-funnel, whereas the smaller the region, the more development will form a central part of their strategy.
Read more on the four key pillars of Regional Tourism Organisations and their strategic focus:
Brand development means different things to different Regional DMOs. For some, it is more about the overall offer and how they can support the industry to develop consistently themed unique experiences, for others they invest heavily in direct marketing and activation, with budgets similar to that of NTOs.
For all Regional DMOs, product development has become of increasing importance over the past five years, recognising that the social and online reputation footprint of the brand depends heavily on the quality, relevance and attractiveness of the offer. In this respect, investing in new product development is key.
Regional DMOs invest continually in capacity development, working to help their industry keep on track with digitalisation, access to knowledge and inspiration concerning trends and best practices and the opportunity to develop new skills which will help them remain competitive in their individual businesses and as an industry.
There are such a wide range of Regional DMOs, from States to Coastal and Island regions right through to Alpine Destinations. All face different challenges but one thing most have in common is being acutely aware of the impact of tourism on what is often a fragile natural environment, where the need to protect it is paramount and a key focus.
Cities are exploring how to redefine their role beyond being purely promotional agencies, but also find relevance in shaping the experience for the difference communities who form part of the city too.
Have a look at these distinctively different approaches from a selection of City Tourism Organisations featured in this session.
Whilst no two DMOs are the same, with Regions the differences between them are stark. In fact, it is difficult to draw conclusions about the key strategic focus, as the truth is some Regions better resemble NTOs, whereas others have a more localised sub-DMO focus.
Whilst no two DMOs are the same, with Regions the differences between them are stark. In fact, it is difficult to draw conclusions about the key strategic focus, as the truth is some Regions better resemble NTOs, whereas others have a more localised sub-DMO focus. In conclusion, the larger the region, such as States in the US and Canada, the more their activities sit at top-of-funnel, whereas the smaller the region, the more development will form a central part of their strategy.
Read more on the four key pillars of Regional Tourism Organisations and their strategic focus:
Brand development means different things to different Regional DMOs. For some, it is more about the overall offer and how they can support the industry to develop consistently themed unique experiences, for others they invest heavily in direct marketing and activation, with budgets similar to that of NTOs.
For all Regional DMOs, product development has become of increasing importance over the past five years, recognising that the social and online reputation footprint of the brand depends heavily on the quality, relevance and attractiveness of the offer. In this respect, investing in new product development is key.
Regional DMOs invest continually in capacity development, working to help their industry keep on track with digitalisation, access to knowledge and inspiration concerning trends and best practices and the opportunity to develop new skills which will help them remain competitive in their individual businesses and as an industry.
There are such a wide range of Regional DMOs, from States to Coastal and Island regions right through to Alpine Destinations. All face different challenges but one thing most have in common is being acutely aware of the impact of tourism on what is often a fragile natural environment, where the need to protect it is paramount and a key focus.
Cities are exploring how to redefine their role beyond being purely promotional agencies, but also find relevance in shaping the experience for the difference communities who form part of the city too.
Have a look at these distinctively different approaches from a selection of City Tourism Organisations featured in this session.
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