DMAI Fundamentals - Chapter 4 - Tourism Research & Performance Reporting


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Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.

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DMAI Fundamentals - Chapter 4 - Tourism Research & Performance Reporting

  1. 1. © 2005, Educational InstituteChapter 4Tourism Research andPerformance ReportingFundamentals of Destination Management and Marketing(323TXT)
  2. 2. © 2005, Educational InstituteThe Role of Research at the CVB• Creating and implementing long-term marketingand operational plans• Setting organizational goals and policies• Developing and/or expanding a CVB’s fundingresources• Formulating a destination’s tourism master plan• Determining the CVB’s contribution to the localeconomy
  3. 3. © 2005, Educational InstituteThe CVB Research Function• Determines what the questions are and attemptsto find the answers• Should be centralized with an individual clearlyresponsible for its direction and management• Must have a clearly defined and active role• Must have extensive and open channels ofcommunication
  4. 4. © 2005, Educational InstituteRoles in the Research Function• Research managero Works with CVB staff, stakeholders, andindustry partners to identify what marketplacequestions should be answered and how theresearch should be done• Research communicatoro Acts as the bridge between the research resultsand their intended userso Links results back to the original question
  5. 5. © 2005, Educational InstituteResearch Function Responsibilities• Design, develop, and manage short- and long-terminformation and market research programs.• Direct ongoing performance reporting.• Manage a complete research publication andcommunication program.• Manage vendors to produce field research.• Act as liaison in developing cooperative marketresearch programs.• Direct and conduct annual research developmentplanning.
  6. 6. © 2005, Educational InstituteDestination Research• Includes visitor volume, market share, and profilestudies• Yields answers to basic marketing questions To whom should we sell our destination? How do we find them? What do we tell them about the destination so theywill come?• The more information the CVB can gather about itsvisitors, the more likely the CVB and its partners willbe able to successfully produce tourism products ofinterest and communicate them in compelling ways.
  7. 7. © 2005, Educational InstituteKey Visitor Attributes• Where the visitor lives• Spending and spending categories• Mode of transportation• Demographics• Leisure activities• Accommodations• Party size and composition• Length of stay• Purpose of trip• Trip information sources
  8. 8. © 2005, Educational InstituteTourism’s Economic ImpactTourism impact studies produce two sets of data—direct and secondary (also called indirect)• Direct data: total visitor spending and spendingby specific categories such as lodging ortransportation• Secondary data: illustrates the degree to whichthe visitor dollar moves through the communityuntil it leaks out of the local economy
  9. 9. © 2005, Educational InstituteBrand Image Studies• A destination depends on how consumers feelabout it.• Brand image studies give the CVB insight intohow visitors perceive the destination.• Research methodologies range from written orverbal questionnaires to in-depth focus groups.
  10. 10. © 2005, Educational InstituteForecasting• Attempts to estimate the most likely level of visitorvolume and demand• Useful for both short- and long-term planning• Assists the CVB in deciding how to shift marketingdollars from one market segment to another
  11. 11. © 2005, Educational InstituteSecondary Research• Pre-existing research that measures and monitorstourism activity at city, state, and national levels• Sources include government agencies, tradeassociations, colleges and universities, periodicals,and Web sites• Tourism barometer: monitors tourism-relatedactivities on a monthly, quarterly, semiannual, orannual basis
  12. 12. © 2005, Educational InstituteCVB Performance Reporting• Two questions are asked throughout the processo Are we measuring the right things?o Are we measuring these things right?• Recommended process includes three functionalareas:o Convention saleso Travel trade saleso Marketing and communication
  13. 13. © 2005, Educational InstituteElements of Performance Reporting• Activity: a physical action taken by a CVBfunctional area that ultimately supports its mission• Performance measure: defines and quantifies theresults of CVB activities• Productivity metric: illustrates the relationshipbetween the CVB’s performance and its resources;usually expressed as a ratio
  14. 14. © 2005, Educational InstituteConvention Sales Performance Reporting• Personnel productivity metrics• Leads per sales manager• Bookings per sales manager• Booked room nights per sales manager• Repeat business ratios• Measured in terms of the number of bookings ortotal room nights• Cost productivity ratios• Cost per lead• Cost per booking• Cost per booked room night(continued)
  15. 15. © 2005, Educational InstituteConvention Sales Performance Reporting(continued)• Lead conversion ratios• Booking ratios• Lost opportunity ratios• Convention booking to room supply ratio• Demand ratio
  16. 16. © 2005, Educational InstituteTravel Trade Performance Reporting• Personnel productivity metricso Leads per sales managero Bookings per sales managero Booked room nights per sales manager• Cost productivity metricso Cost per leado Cost per bookingo Cost per booked room night• Lead-to-bookings conversion ratio
  17. 17. © 2005, Educational InstituteMarketing and CommunicationsPerformance Reporting• Efforts focus on various kinds of conversionstudieso CVBs should not use the total number ofvisitors to the destination because it isextremely unlikely that they generated everysingle one.• Inquiry conversion ratio• Look-to-book ratios• Web-based package conversions
  18. 18. © 2005, Educational InstituteReturn on Investment (ROI)ROI approaches quantify financial impact on localcommunities• Return on total operating budget• Return on functional area direct operating budget• Return on functional area direct and indirectoperating budget• Return on convention sales function directoperating budget