Why The Destination Marketing Organization Model Is Broken. A Destination Marketing Organization (DMO), also known as Convention & Visitors Bureau (CVB), looks after the promotion of a territory and its key constituents: accommodations, restaurants, attractions, events, transportation, guided tours and any other retailers catering to travelers in some shape or form. Less than a year ago, Troy Thompson wrote a must-read piece on his blog, titled 3 reasons why the DMO will not survive. It certainly struck a nerve among travel industry peers, in great part because it highlighted a reality among DMOs which is that many are not adapting to the fast-evolving environment in which we now live. While I don’t believe DMOs will die anytime soon, at least not a majority of them, I do however strongly believe there is a serious need to rethink their business model and role within the travel ecosystem at this point in time and moving forward. Here a five important reasons why I feel their model is broken. 1.
The collaborative economy 2. 3. 4. From CMO to CTO. Benchmarking Success – Globally – Miles – Marketing Destinations. What counts as success for a destination web site ? How does my online marketing results compare to other leading destinations? The question is the same whether you are in Chicago, Calgary, Christchurch or Canberra. For many Destination Marketing Organizations (DMO) analytics is an increasingly important tool – but the absence of ‘hard’ industry KPIs or comparative data has made judging success, failure, or in between – difficult.
For the last several years Miles has been filling this gap by benchmarking destinations in the US, Canada, New Zealand and Australia. In Canada we are working with local partners, Couple of Chicks and in New Zealand with the Regional Tourism Organisations of New Zealand national association. Benchmarking integrates increasingly powerful online analytics tools (eg: Google Analytics and Facebook Insight) with the ability to aggregate and average data – providing context, comparisons and commentary on each DMO’s relative performance to its peers. Assurez la base avant d'attaquer le superflu! Depuis que j’ai lancé mon entreprise de consultation, formation et conférences sur le sujet des médias sociaux et des nouvelles technologies en marketing web, il y a maintenant un peu plus d’un an, on m’aborde souvent avec le même type de question : « Est-ce que tu peux nous aider avec notre stratégie sur les médias sociaux?
« , ou « On aimerait avoir une page Facebook plus dynamique, peux-tu nous aider? « . La réponse facile serait bien entendu de dire oui, proposer des solutions et accompagner le client le temps de voir une amélioration et de former les ressources à optimiser leurs tactiques de publications ou en misant sur de la publicité payante ou des sponsored posts, par exemple. Mais justement, ce serait trop facile!
Avec plus de 18 années en ventes, marketing et communications derrière la cravate, mon réflexe est donc plutôt de poser des questions sur l’approche globale du client ou de la personne avec qui je discute. Votre site web: En avez-vous un? Bref, entendons-nous bien. The Innovation Obligation: 4 Key Principles. “Innovation distinguishes between a leader and a follower” – Steve Jobs Ski by the sea at Le Massif Before launching my own consulting and speaking career a year ago, I was fortunate enough to spend three years at the helm of marketing, sales and communications for a great touristic project in the province of Quebec, called Le Massif de Charlevoix.
My boss was Daniel Gauthier, former president and co-founder of world-renowned Cirque du Soleil, who sold his 50% share of this highly profitable entertainment powerhouse back in 2001. Instead of retiring to some remote island and live the filthy-rich lifestyle of the rich and famous, Daniel stayed true to his heart and passions – he’s an avid and lifelong skier -returning home to purchase an ailing ski hill that held huge potential, assuming anyone would invest and manage its development with a long-term vision.
And we could go on and on with various examples here, but you get the picture. 1. Think outside the box 2. 3. 4. Comment déterminer son budget marketing web. Une des questions qui revient souvent lors de formations ou conférences que je donne est la suivante: Quel pourcentage de mon budget marketing devrait être alloué aux initiatives web? Sans oublier son corollaire: De mon budget marketing web, quelle part devrais-je attribuer aux différentes tactiques? Essayons donc de démystifier le tout et de répondre à ces deux importantes questions.
Commençons d’abord par définir ce que l’on entend par marketing traditionnel. On fait référence ici aux méthodes offline et payantes, telles que: Publicité dans les médias traditionnels: TV, radio, imprimés, affichage extérieur, etc. On inclue également les répertoires, i.e. Par marketing web, on entend dès lors tout ce qui se fait online, que ce soit de manière payante ou non. Site internet de l’entreprise ou de la marqueOptimisation de votre site pour les engins de recherches, tels Google, Yahoo et Bing. Les sources d’acquisition de prospects de moins en moins importantes, selon Hubspot (janvier 2012)