This document outlines a strategic roadmap for the future of global destination marketing. It identifies three major opportunities for destination marketing organizations: 1) greater engagement with customers through social media and mobile platforms, personalized experiences, and data-driven insights; 2) strengthened brand building by advocating for the destination, connecting visitors with residents, and promoting sustainable development; 3) evolution of the business model toward more public-private partnerships, performance metrics, economic impact analysis, and collaborative technology strategies. The roadmap draws on surveys of DMO leaders and industry experts to chart priorities and trends that can help DMOs adapt to changes in technology and customer expectations.

1. A Strategic Road map for the NEXT
Generation of Global Destination
Marketing
Charles Jeffers, Chief Operating Officer
Destination Marketing Association International

2. Proud to be Bermudian!

3. Within the U.S. and 16
countries
Sources:
1. DMO Marketing Activities Study, DMAI
2. 2013 DMO Organizational & Financial Profile Study, DMAI
600DMO Member
Organizations $3.0B+
Annual Budgets

5. DMO Leadership Survey
Futurist Panel Industry Panel

6. Key Trends
Technology
Customer
Expectations

7.  Social media’s prominence
 Mobile platforms primary
engagement platform
 Smart technology creating new
opportunities to innovate
 Geotargeting and localization
 “Big Data” arriving for the tourism
industry
Copyright 2014 | DMAI / InterVISTAS Consulting, Inc. 7

8. CONSUMER EXPECTATIONS
 Personalized travel experiences
 Value and experience brands more
important for meeting planners
 Experiencing local’s way of life
 Faster travel decision making
 Online ordering the norm
Copyright 2014 | DMAI / InterVISTAS Consulting, Inc. 8

9. Major DMO Transformation Opportunities

10. Opportunities
#1: Engagement
Interacting with and leveraging the new
marketplace
#2: Brand Building
Growing and sustaining the destination brand
#3: New Business Model
Evaluating and evolving the DMO
business model

11. #1: ENGAGEMENT
Interacting with and leveraging the new marketplace
• Travelers typically visit 22 websites in 9.5 web-sessions when researching a trip. Fewer than
19% consult a DMO website (Source: Google and Destination Analysts)
• 76% of consumers today feel advertisements are “very” or “somewhat exaggerated”.
(Source: Lab42)
• 92% of consumers trust peer recommendations more so than advertisements. (Source:
SKIFT)
• 85% of travelers use their smartphone while abroad. (Source: SKIFT)
• 74% of travelers use social media while on vacation. 76% of travelers use social media to
share their experiences after they return. (Source: SKIFT)
Copyright 2014 | DMAI / InterVISTAS Consulting, Inc.

12. 1. Engagement
 Technology will significantly alter DMO
role
 Greater emphasis on engaging
customers in two-way conversations
 New strategies to refocus on millennial
market
 Market segmentation &
personalization
 Focus on mobile platforms
Copyright 2014 | DMAI / InterVISTAS Consulting, Inc. 12

13. Rank Role
Change in
Rank
1 Brand marketing +1
2 Destination and product development +3
3 Meeting and convention sales -2
4 Destination information resource Same
5 Leisure sales (group and independent) -2
6 Visitor experience servicing +2
7 Industry advocate and association leader Same
8 Major event partner/developer +1
9 Convention services -3
10 Venue management and operations Same
New DMO Start-up
Change in role from today
#2: BRAND BUILDING
Growing and sustaining the destination brand

14. 2. Brand Building
 Play central role in advocacy for destination
 Connect visitor experience with quality
of life of residents
 Greater role as cultural champion of
destination
 Participate in building platforms for the
visitor experience
 Balance need for growth with responsible and
sustainable development
 Play a greater role in policy and product
development
Copyright 2014 | DMAI / InterVISTAS Consulting, Inc. 14

15. Government Organization/Agency
Public/Private Partnership
Nonprofit Organization, with members
Nonprofit Organization, no members
Chamber of Commerce
Authority
26%
15%
36%
20%
20%
12%
Business Model of Future
Change Expected in Next 5 Years
#3: NEW BUSINESS MODEL
Evaluating and evolving the DMO business model

16. 3. New Business Model
 More involved in broader economic
development initiatives
 Adopt uniform operating standards and
measures of performance
 Agree on uniform methodology to
measure economic impact
 Better understanding of economic impact
of industry
 Collaborative technology will be core
strategy
 Engage more closely with non-traditional
stakeholders
Copyright 2014 | DMAI / InterVISTAS Consulting, Inc. 16

17. FUTURE MAP – TOP 20 TRENDS
Copyright 2014 | DMAI / InterVISTAS Consulting, Inc.

18. Contact:
https://www.destinationmarketing.org/destination-next
Thank you!